References
Adler, P. S., & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–89.
Ahrens, T., & Chapman, C. S. (2004). Accounting for flexibility and efficiency: A field study of management control systems in a restaurant chain. Contemporary Accounting Research, 21(2), 271–301.
Hampel, R., Sir. (1998). Committee on Corporate Governance; final report, Gee and Co., London.
Roberts, J. (2001). Trust and control in Anglo-American systems of corporate governance: The individualizing and socializing effects of processes of accountability. Human Relations, 15(12), 1547–1572.
Roberts, J., Sanderson, P., Barker, R., & Hendry, J. (2006). In the mirror of the market: The disciplinary effects of company/fund manager meetings. Accounting Organizations and Society, 31(3), 277–294.
Turley, S., & Zaman, M. (2007). Audit committee effectiveness: Informal processes and behavioural effects. Accounting Auditing and Accountability Journal, 20(5), 765–788.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Ahrens, T. The hidden ethics of corporate governance and the practical uses of corporate governance codes: a commentary on Bhimani. J Manage Gov 12, 149–152 (2008). https://doi.org/10.1007/s10997-008-9062-9
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10997-008-9062-9