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Role Making für Controllerbereiche? – Eine empirische Analyse zu den Auswirkungen von Gestaltungsfreiräumen für Controllerbereiche

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  • Ramon Knollmann
  • Bernhard Hirsch
  • Jürgen Weber

Abstract

The study focuses on the question, in which way the role making behaviour of the controller department affects the relationship between the controller department and other functions of the company. Looking at the controller department and strategy function interface the empirical study investigates whether role making of the controller department tends to promote cooperation or competition. Copyright Springer-Verlag 2008

Suggested Citation

  • Ramon Knollmann & Bernhard Hirsch & Jürgen Weber, 2008. "Role Making für Controllerbereiche? – Eine empirische Analyse zu den Auswirkungen von Gestaltungsfreiräumen für Controllerbereiche," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 18(4), pages 365-386, February.
    • Handle: RePEc:spr:metrik:v:18:y:2008:i:4:p:365-386
    DOI: 10.1007/s00187-007-0038-8
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    References listed on IDEAS

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    3. de Ruyter, Ko & Wetzels, Martin, 2000. "The Marketing-Finance Interface: A Relational Exchange Perspective," Journal of Business Research, Elsevier, vol. 50(2), pages 209-215, November.
    4. Ko De Ruyter & Martin Wetzels, 2000. "Determinants of a Relational Exchange Orientation in the Marketing‐Manufacturing Interface: an Empirical Investigation," Journal of Management Studies, Wiley Blackwell, vol. 37(2), pages 257-276, March.
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    Cited by:

    1. Robert Rieg, 2018. "Tasks, interaction and role perception of management accountants: evidence from Germany," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 29(2), pages 183-220, August.

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