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Robert H. Chenhall

Robert H. Chenhall

D-Index & Metrics

Business and Management

D-Index
34
Citations
15614
World Ranking
2245
National Ranking
134

Overview

Robert H. Chenhall is affiliated with Monash University in Australia. The available data does not include any recent papers authored by this researcher, nor information on frequent co-authors or publication venues.

Details on the main fields and subfields of study, as well as main topics of work, are not provided in the available data. Similarly, there is no information about any book publications or awards received by Robert H. Chenhall.

Given the current data, it is not possible to elaborate on specific research themes, scholarly contributions, or collaborations within academic networks. The profile therefore remains limited to the known institutional affiliation without further documentation on academic output or areas of expertise.

Best Publications

  • Management control systems design within its organizational context: findings from contingency-based research and directions for the future

    Robert H Chenhall

  • The relationship between strategic priorities, management techniques and management accounting: an empirical investigation using a systems approach

    Robert H Chenhall;Kim M Langfield-Smith

  • Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study

    Robert Hunter Chenhall

  • Adoption and benefits of management accounting practices: an Australian study

    Robert H Chenhall;Kim M Langfield-Smith

  • Multiple Perspectives of Performance Measures

    Robert Hunter Chenhall;Kim Langfield-Smith

  • Defining management accounting constructs: A methodological note on the risks of conceptual misspecification

    Josep Bisbe;Joan-Manuel Batista-Foguet;Robert Hunter Chenhall

  • The usefulness of management accounting systems, functional differentiation and managerial effectiveness☆

    Lokman Mia;Robert H. Chenhall

  • Reliance on manufacturing performance measures, total quality management and organizational performance

    Robert H. Chenhall

  • The role of innovation in the evolution of management accounting and its integration into management control

    Robert Hunter Chenhall;Frank Moers

  • Theorizing Contingencies in Management Control Systems Research

    Robert Hunter Chenhall

  • Social capital and management control systems: a study of a non-government organization

    Robert H. Chenhall;Matthew Hall;David Smith

  • Social capital and management control systems: A study of a non-government organization

    Robert H. Chenhall;Matthew Hall;David Smith

  • The effect of participative budgeting on job satisfaction and performance: Role ambiguity as an intervening variable

    Unknown

  • The issue of endogeneity within theory-based, quantitative management accounting research

    Robert Hunter Chenhall;Frank Moers

  • A Review of IT Governance: A Taxonomy to Inform Accounting Information Systems

    Carla L. Wilkin;Robert H. Chenhall

  • Performance Measurement and Reward Systems, Trust, and Strategic Change

    Robert H Chenhall;Kim M Langfield-Smith

  • Performance measurement, modes of evaluation and the development of compromising accounts

    Robert Hunter Chenhall;Matthew Hall;David Smith

  • Factors influencing the role of management accounting in the development of performance measures within organizational change programs

    Robert H Chenhall;Kim M Langfield-Smith

  • Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls

    Robert H. Chenhall;Juha Pekka Kallunki;Hanna Silvola

  • Organic decision and communication processes and management accounting systems in entrepreneurial and conservative business organizations

    Unknown

  • The role of management control systems in planned organizational change: An analysis of two organizations

    Robert Hunter Chenhall;Kenneth J Euske

  • Accounting for the horizontal organization: A review essay

    Robert Hunter Chenhall

  • The Role of Cognitive and Affective Conflict in Early Implementation of Activity‐Based Cost Management

    Robert Hunter Chenhall

Frequent Co-Authors

H. Kent Baker
H. Kent Baker American University

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