| Management control without budgets: a field study of ‘beyond budgeting’in practice K Østergren, I Stensaker European accounting review 20 (1), 149-181, 2011 | 330 | 2011 |
| From comfort to stretch zones: A field study of two multinational companies applying “beyond budgeting” ideas A Bourmistrov, K Kaarbøe Management accounting research 24 (3), 196-211, 2013 | 229 | 2013 |
| The movement toward independent directors on boards: A comparative analysis of Sweden and the UK D Johanson, K Østergren Corporate Governance: An International Review 18 (6), 527-539, 2010 | 121 | 2010 |
| Patient reactions to hospital choice in Norway, Denmark, and Sweden K Vrangbæk, K Østergren, HO Birk, U Winblad Health Economics, Policy and Law 2 (2), 125-152, 2007 | 119 | 2007 |
| How the enterprise risk management function influences decision-making in the organization–A field study of a large, global oil and gas company A Meidell, K Kaarbøe The British Accounting Review 49 (1), 39-55, 2017 | 116 | 2017 |
| When norms collide: Learning under organizational hypocrisy T Huzzard, K Östergren British Journal of Management 13 (S2), S47-S59, 2002 | 113 | 2002 |
| Constructing certainty through public budgeting: budgetary responses to the COVID-19 pandemic in Finland, Norway and Sweden D Argento, K Kaarbøe, J Vakkuri Journal of Public Budgeting, Accounting & Financial Management 32 (5), 875-887, 2020 | 61 | 2020 |
| Patient empowerment and the introduction of hospital choice in Denmark and Norway K Vrangbæk, K Østergren Health Economics, Policy and Law 1 (4), 371-394, 2006 | 55 | 2006 |
| Dynamiske styringssystemer-hva er det? T Bjørnenak, K Kaarbøe Fagbokforlaget, 2011 | 52 | 2011 |
| Strategic change and organizational learning in two'Swedish'construction firms L Huemer, K Östergren Construction management and economics 18 (6), 635-642, 2000 | 51 | 2000 |
| Management control practices and clinician managers: the case of the Norwegian health sector K Østergren Financial Accountability & Management 25 (2), 167-195, 2009 | 50 | 2009 |
| Governance and the functions of boards: an empirical study of hospital boards in Norway IJ Pettersen, K Nyland, K Kaarboe Health Policy 107 (2-3), 269-275, 2012 | 37 | 2012 |
| The institutional construction of consumerism: a study of implementing quality indicators K Østergren Financial Accountability & Management 22 (2), 179-205, 2006 | 36 | 2006 |
| Tensions in managerial attention in a company in crisis: How tightening budget control resulted in discomfort zones for line managers A Bourmistrov, K Kaarbøe Journal of Accounting & Organizational Change 13 (2), 239-261, 2017 | 32 | 2017 |
| Same reform–different practices? How regional health enterprises adjust to management control reforms K Nyland, I Johanne Pettersen, K Östergren Journal of Accounting & Organizational Change 5 (1), 35-61, 2009 | 31 | 2009 |
| Managing in dynamic business environments: Between control and autonomy K Kaarbøe, PN Gooderham, H NËrreklit Edward Elgar Publishing, 2013 | 25 | 2013 |
| Putting beyond budgeting ideas into practice K Kaarbøe, I Stensaker, T Malmi Managing in Dynamic Business Environments, 92-113, 2013 | 20 | 2013 |
| Do the waiting‐time guarantees in the Scandinavian countries empower patients? U Winblad, K Vrangbæk, K Östergren International Journal of Public Sector Management 23 (4), 353-363, 2010 | 19 | 2010 |
| Developing management control systems for sustainable business models EA Gulbrandsen, S Jørgensen, K Kaarbøe, LJT Pedersen Beta 29 (1), 10-25, 2015 | 16 | 2015 |
| Risk management as passionate imitation: the interconnections among emotions, performance metrics, and risk in a global technology firm M Carlsson‐Wall, K Kaarbøe, K Kraus, A Meidell Abacus 57 (1), 72-100, 2021 | 14 | 2021 |
