Publications featuring Thomas Ahrens

Publications

Books

• Ahrens, T. Contrasting Involvements: A Study of Management Accounting Practices in Britain and Germany. Amsterdam: Harwood Academic Publisher, 1999.

Book chapters

• Ahrens, T. and Chapman, C. S. Loosely coupled performance measurement systems (revised) Business Performance Measurement: Unifying Theory and Integrating Practice. Ed. A. Neely. Cambridge: Cambridge University Press, 2007. 477-491.
• Ahrens, T. and Chapman, C. S. Doing qualitative field studies. Handbook of management accounting research. Ed. C. S. Chapman, A. G. Hopwood and M. D. Shields. Oxford: Elsevier Publishing, 2007. 99-112.
• Ahrens, T. and Chapman, C. S. Theorizing practice in management accounting research. Handbook of management accounting research. Ed. C. S. Chapman, A. G. Hopwood and M. D. Shields. Oxford: Elsevier Publishing, 2007. 299-318.
• Ahrens, T. and Chapman, C. S. New measures in performance management. Contemporary Issues in Management Accounting. Ed. A. Bhimani. Oxford: Oxford University Press, 2006. 1-19.
• Ahrens, T. and Chapman, C. S. Organisational Roles of management Accountants. Blackwell Encyclopedia of Management. Ed. C Clubb. Oxford: Blackwell, 2005. 327-332.
• Ahrens, T. and Chapman, C. S. Accounting and the crafting of strategy: a practice based view. Controlling Strategy: Management, Accounting, and Performance Measurement. Ed. C. S. Chapman. Oxford: Oxford University Press, 2005. 106-124.
• Ahrens, T. and Chapman, C. S. Hereford Steak Houses: A Case illustrating flexible budgeting and variance analysis in a chain restaurant. Management and Cost Accounting. Ed. CT Horngren, A Bhimani, SM Datar and G Foster. Harlow, n.p., 2004. 633-635.
• Ahrens, T. Refining research questions in the course of negotiating access for fieldwork. Real Life Guide to Accounting Research. Ed. Humphrey, C. G. and Lee, W. Oxford: Elsevier, 2004. 295-307.
• Ahrens, T. and Chapman, C. S. Loosely coupled performance measurement systems. Business Performance MeasurementTheory and Practice. Ed. Neely, A. Cambridge: CUP, 2002. 244-258.
• Ahrens, T. Introducing the commercial manager: management accounting support for the sales function, case study with teaching note. Cases in Management Accounting: Current practices in European companies. Ed. Groot, T. and Lukka, K. Essex: Pearson, 2000. 147-159.
• Ahrens, T. and Chapman, C. S. Sustaining antagonistic harmony: Food margin management in a UK restaurant chain. Performance Measurement: Theory and Practice. Ed. Neely, A. and Waggoner, D. Cambridge: Centre for Business Performance, 1998. 1-6.
• Ahrens, T. Financial and operational modes of accountability. Accountability: Power, Ethos and the Technologies of Managing. Ed. Munro, R. and Mouritsen, J. London: International Thomson Business Press, 1996. 149-163.

Journal articles

• Ahrens, T. Overcoming the subjective-objective divide in interpretive management accounting research. Accounting, Organizations And Society 33 (2008): 292-297.
• Ahrens, T., Albrecht Becker, John Burns, Christopher Chapman, Marcus Granlund, Michael Habersam, Alan Hansen, Teemu Malmi, Khalifa, Rihab, Andrea Mennicken, Anette Mikes, Fabrizio Panozzo, Martin Piber, Paolo Quattrone and Tobias Scheytt. The future of interpretive accounting research: a polyphonic debate. Critical Perspectives on Accounting 19 (2008): 840-866.
• Ahrens, T. The hidden ethics of corporate governance and the practical uses of corporate governance codes: A commentary on Bhimani. Journal Of Management And Governance 12 (2008): 149-152.
• Ahrens, T. and Mollona, M. Organisational control as cultural practice: a shop floor ethnography of a Sheffield steel mill. Accounting, Organizations And Society 32 (2007): 305-331.
• Ahrens, T. and Chapman, C. S. Management accounting as practice. Accounting, Organizations And Society 32 (2007): 1-27.
• Chapman, C. S. and Ahrens, T. Doing qualitative field studies: positioning data to contribute to theory. Accounting, Organizations And Society 31 (2006): 819-841.
• Ahrens, T. and Chapman, C. S. Accounting for flexibility and efficiency: A field study of management control systems in a restaurant chain. Contemporary Accounting Research 21 (2004): 271-301.
• Ahrens, T. and Chapman, C. S. Repositioning Financial Control in a UK Restaurant Chain. Management Research News 25 (2002): 15-17.
• Ahrens, T. and Chapman, C. S. The structuration of legitimate performance measures and management: Day-to-day contests of accountability in a U.K. restaurant chain. Management Accounting Research 13 (2002): 1-21.
• Ahrens, T. and Chapman, C. S. Ocupational Identity of Management Accountants in Britain and Germany. European Accounting Review (2000): 477-498.
• Ahrens, T. and Chapman, C. S. The Role of Management Accountants in Britain and Germany. Management Accounting (1999): 42-43.
• Ahrens, T. and Dent, J. F. Accounting and organizations: Realising the richness of field research. Journal of Management Accounting Research 10 (1998): 1-39.
• Ahrens, T. Strategic interventions of management accountants: Everyday practice of British and German brewers. European Accounting Review 6 (1997): 557-588.
• Ahrens, T. Talking accounting: An ethnography of management knowledge in British and German brewers. Accounting, Organizations And Society 22 (1997): 617-637.
• Ahrens, T. Styles of Accountability. Accounting, Organizations And Society 21 (1996): 139-173.

Non-peer reviewed articles

• Ahrens, T. and Chapman, C. S. Thought piece: Management accounting in practice: from business models to modelling the business. European Accounting Association (EAA) Members Newswire (2004).
• Ahrens, T. Intergalaktischer Controllingansatz oder lieber Zahlen, die Verhalten andern. Controller Magazin 22 (1997): 423-424.

Reviews

• Ahrens, T. The Ethnographic Imagination. London: Routledge, 2002.
• Ahrens, T. Making Social Science Matter. , n.p., 2001. 633-638.