john roberts
john roberts
The University of Sydney Business School
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Cited by
Cited by
Accounting systems and systems of accountability—understanding accounting practices in their organisational contexts
J Roberts, R Scapens
Accounting, organizations and society 10 (4), 443-456, 1985
Beyond agency conceptions of the work of the non‐executive director: Creating accountability in the boardroom
J Roberts, T McNulty, P Stiles
British journal of management 16, S5-S26, 2005
The possibilities of accountability
J Roberts
Accounting, organizations and society 16 (4), 355-368, 1991
No one is perfect: The limits of transparency and an ethic for ‘intelligent’accountability
J Roberts
Accounting, Organizations and Society 34 (8), 957-970, 2009
The manufacture of corporate social responsibility: Constructing corporate sensibility
J Roberts
Organization 10 (2), 249-265, 2003
Accounting and control: a case study of resistance to accounting change
RW Scapens, J Roberts
Management accounting research 4 (1), 1-32, 1993
Trust and control in Anglo-American systems of corporate governance: The individualizing and socializing effects of processes of accountability
J Roberts
Human relations 54 (12), 1547-1572, 2001
In the mirror of the market: The disciplinary effects of company/fund manager meetings
J Roberts, P Sanderson, R Barker, J Hendry
Accounting, Organizations and Society 31 (3), 277-294, 2006
The power of the ‘imaginary’in disciplinary processes
J Roberts
Organization 12 (5), 619-642, 2005
Strategy and accounting in a UK conglomerate
J Roberts
Accounting, organizations and society 15 (1-2), 107-126, 1990
Corporate governance and the ethics of Narcissus
J Roberts
Business Ethics Quarterly, 109-127, 2001
From discipline to dialogue: individualizing and socializing forms of accountability
J Roberts
Accountability: Power, ethos and the technologies of managing, 40-61, 1996
Only connect: teamwork in the multinational
K Goodall, J Roberts
Journal of World Business 38 (2), 150-164, 2003
The Relationship between Chairmen and ChiefExecutives: Competitive or Complementary Roles?
J Roberts, P Stiles
Long Range Planning 32 (1), 36-48, 1999
Applying the ‘comply-or-explain’principle: discursive legitimacy tactics with regard to codes of corporate governance
D Seidl, P Sanderson, J Roberts
Journal of management & governance 17 (3), 791-826, 2013
Accounting for self interest in the credit crisis
J Roberts, M Jones
Accounting, Organizations and Society 34 (6-7), 856-867, 2009
In search of corporate social responsibility: Introduction to special issue
P Fleming, J Roberts, C Garsten
Organization 20 (3), 337-348, 2013
Building the complementary board. The work of the plc chairman
J Roberts
Long Range Planning 35 (5), 493-520, 2002
Owners or traders? Conceptualizations of institutional investors and their relationship with corporate managers
J Hendry, P Sanderson, R Barker, J Roberts
Human Relations 59 (8), 1101-1132, 2006
Management education and the limits of technical rationality: The conditions and consequences of management practice
J Roberts
Rethinking management education, 54-75, 1996
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