The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance M Hall Accounting, organizations and society 33 (2-3), 141-163, 2008 | 1124 | 2008 |
Accounting information and managerial work M Hall Accounting, Organizations and Society 35 (3), 301-315, 2010 | 528 | 2010 |
Changing the learning environment to promote deep learning approaches in first-year accounting students M Hall*, A Ramsay, J Raven Accounting education 13 (4), 489-505, 2004 | 451 | 2004 |
Social capital and management control systems: A study of a non-government organization RH Chenhall, M Hall, D Smith Accounting, organizations and Society 35 (8), 737-756, 2010 | 377 | 2010 |
Performance measurement, modes of evaluation and the development of compromising accounts R Chenhall, M Hall, D Smith Accounting, Organizations and Society 38, 268-287, 2013 | 330 | 2013 |
Accountants' commitment to their profession: Multiple dimensions of professional commitment and opportunities for future research M Hall, D Smith, K Langfield‐Smith Behavioral research in accounting 17 (1), 89-109, 2005 | 269 | 2005 |
Do comprehensive performance measurement systems help or hinder managers' mental model development? M Hall Management accounting research, 2010 | 250 | 2010 |
Who and what really counts? Stakeholder prioritization and accounting for social value M Hall, Y Millo, E Barman Journal of Management Studies 52 (7), 907-934, 2015 | 248 | 2015 |
Mentoring and turnover intentions in public accounting firms: A research note M Hall, D Smith Accounting, organizations and society 34 (6), 695-704, 2009 | 200 | 2009 |
Realising the richness of psychology theory in contingency-based management accounting research M Hall Management Accounting Research 31, 63-74, 2016 | 165 | 2016 |
Evaluation Logics in the Third Sector M Hall Voluntas: International Journal of Voluntary and Nonprofit Organizations 25 …, 2014 | 150 | 2014 |
The expressive role of performance measurement systems: a field study of a mental health development project R Chenhall, M Hall, D Smith Accounting, Organizations and Society, 2015 | 148 | 2015 |
An empirical examination of a three‐component model of professional commitment among public accountants D Smith, M Hall Behavioral Research in Accounting 20 (1), 75-92, 2008 | 141 | 2008 |
How do risk managers become influential? A field study of toolmaking in two financial institutions M Hall, A Mikes, Y Millo Management Accounting Research, 2015 | 132 | 2015 |
Accounting, non-governmental organizations and civil society: The importance of nonprofit organizations to understanding accounting, organizations and society M Hall, B O'Dwyer Accounting, Organizations and Society 63, 1-5, 2017 | 128 | 2017 |
Managing identity conflicts in organizations: A case study of one welfare nonprofit organization RH Chenhall, M Hall, D Smith Nonprofit and Voluntary Sector Quarterly 45 (4), 669-687, 2016 | 69 | 2016 |
Choosing an accounting method to explain public policy: Social return on investment and UK non-profit sector policy M Hall, Y Millo European Accounting Review 27 (2), 339-361, 2018 | 55 | 2018 |
How experts gain influence A Mikes, M Hall, Y Millo Harvard Business Review 91 (7/8), 70-74, 2013 | 40 | 2013 |
Demonstrating value: How entrepreneurs design new accounting methods to justify innovations E Barman, M Hall, Y Millo European Accounting Review 30 (4), 675-704, 2021 | 22 | 2021 |
The role of management control systems in NGOs RH Chenhall, M Hall, D Smith CIMA Research Executive Summary Series 6 (6), 2010 | 14 | 2010 |