Bernstein, B., Singh, P.J. (2006). An integrated innovation process model based on practices of Australian biotechnology firms. Technovation, 26 (5/6), 561–572.10.1016/j.technovation.2004.11.006
Bock, G.-W., Zmud, R., Kim, Y., Lee, J. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social psychological forces, and organizational climate. MIS Quarterly, 29 (1), 87–111.10.2307/25148669
Bonner, J.M., Ruekert, R., Walker, O. (2002). Upper management control of new product development projects and project performance. Journal of Product Innovation Management, 19 (3), 233–245.10.1111/1540-5885.1930233
Brandon, D.P., Hollingshead, A. (2004). Transactive memory systems in organizations: Matching tasks, expertise and people. Organization Science, 15 (6), 633–644.10.1287/orsc.1040.0069
Calantone, R.J., Harmancioglu, N., Dröge. C. (2010). Inconclusive innovation “returns”: A meta-analysis of research on innovation in new product development. Journal of Product Innovation Management, 27 (7), 1065–1081.10.1111/j.1540-5885.2010.00771.x
Cooper, R.G. (2008). Perspective: The Stage-Gate idea-to-launch process – update, What’s new and NextGen systems. Journal of Product Innovation Management, 25, 213–232.10.1111/j.1540-5885.2008.00296.x
Hammedi, W., Van Riel, A.C.R., Sasovova, Z. (2013). Improving screening decision making through transactive memory systems: A field study. Journal of Product Innovation Management, 30 (2), 316–330. DOI: 10.1111/j.1540-5885.2012.01001.x.10.1111/j.1540-5885.2012.01001.x
Henri, J.F. (2006). Management control systems and strategy: a resource- based perspective. Accounting. Organizations and Society, 31 (6), 529–558.10.1016/j.aos.2005.07.001
Jaworski, B.J., Macinnis. D. (1989). Marketing jobs and management controls: Toward a framework. Journal of Marketing Research, 26 (4), 406–419.10.1177/002224378902600403
Lewis, K. (2003). Measuring transactive memory systems in the field: Scale development and validation. Journal of Applied Psychology, 88 (4), 587–604.10.1037/0021-9010.88.4.587
Lövstål, E., Jontoft, A.M. (2017). Tensions at the intersection of management control and innovation: a literature review. Journal of Management Control, 28 (1), 41–79. DOI: 10.1007/s00187-016-0244-3.10.1007/s00187-016-0244-3
Pattikawa, L.H., Verwaal, E., Commandeur. R. (2006). Understanding new product project performance. European Journal of Marketing, 40 (11–12), 1178–1193.10.1108/03090560610702768
Rabino, S. (2001). The accountant’s contribution to product development teams – a case study. Journal of Engineering and Technology Management, 18, 73–90.10.1016/S0923-4748(00)00034-5
Sethi, R., Iqbal, Z. (2008). Stage-gate controls, learning failure, and adverse effect on novel new products. Journal of Marketing, 72, 118–134.10.1509/jmkg.72.1.118
Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15 (3), 169–189.10.1002/smj.4250150301
Spano, R., Sarto, F., Caldarelli, A., Vigano, R. (2016). Innovation & Performance Measurement: An Adapted Balanced Scorecard. International Journal of Business and Management, 11 (6), 194–204. DOI: 10.5539/ijbm.v11n6p194.10.5539/ijbm.v11n6p194
Suomala, P. (2004). The life cycle dimension of new product development performance measurement. International Journal of Innovation Management, 8 (2), 193–221.10.1142/S1363919604001039
Szutowski, D. (2019). The importance of decision-making quality throughout the product innovation development process. In: A., Ujwary-Gil, N., Potoczek (eds.), Network, Innovation, and Competence-based Economy (pp. 125–146). Warsaw: Institute of Economics, Polish Academy of Sciences.
Tatikonda, M.V., Montoya-Weiss, M. (2001). Integrating operations and marketing perspectives of product innovation: The influence of organizational process factors and capabilities on development performance. Management Science, 47 (1), 151–172.10.1287/mnsc.47.1.151.10669
Tervala, E., Laine, T., Korhonen, T., Suomala, P. (2017). The role of financial control in new product development: empirical insights into project managers’ experiences. Journal of Management Control, 28 (1), 81–106. DOI: 10.1007/s00187-016-0241-6.10.1007/s00187-016-0241-6
Ylinen, M., Gullkvist, B. (2014). The effects of organic and mechanistic control in exploratory and exploitative innovations. Management Accounting Research, 25 (1), 93–112. DOI: 10.1016/j.mar.2013.05.001.10.1016/j.mar.2013.05.001
Zhang, X.-A., Cao, Q., Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. Journal of Management Studies, 48 (7), 1586–1611.10.1111/j.1467-6486.2010.00974.x
Zizlavsky, O. (2015). Approaches to innovation process assessment: Complex results from an exploratory investigation. International Journal of Engineering Business Management, 7 (25), 1–16. DOI: 10.5772/62052.10.5772/62052
Zizlavsky, O. (2016). Innovation Scorecard: Conceptual Framework of Innovation Management Control System. Journal of Global Business & Technology, 12 (2), 10–27. DOI: 10.1007/s10514-005-6843-8.10.1007/s10514-005-6843-8