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| Issue Date | Title | Author(s) |
| 2006-01 | Alternative reasons to budget, firm and budgetary characteristics, and firm performance | Sivabalan, P; Booth, PJ; Malmi, T; Brown, DA; Faff, R |
| 2013-09-24 | The application of target costing to the real-estate investment industry - A dual model approach | Wu, CL; Brown, D; Sivabalan, P; Huang, PH |
| 2019-01-01 | Automation and management control in dynamic environments: Managing organisational flexibility and energy efficiency in service sectors | Brown, P; Ly, T; Pham, H; Sivabalan, P |
| 2008-07-01 | Balanced scorecard design and performance impacts: some Australian evidence | Bedford, DS; Brown, DA; Malmi, T; Sivabalan, P |
| 2008-01 | Balanced scorecard design and performance impacts: some Australian evidence | Bedford, DS; Brown, DA; Malmi, T; Sivabalan, P |
| 2007-01 | Budget participation and budget emphasis in low uncertainty conditions - Considering alternative reasons to budget | Sivabalan, P; Booth, PJ; Malmi, T; Stewart, J; Hay, D |
| 2019-03-01 | Does greater user representation lead to more user focused standards? An empirical investigation of IASB's approach to standard setting | Bhimani, A; Bond, D; Sivabalan, P |
| 2008-01 | Emphasis on accounting controls: asset specificity and the use of accounting and non-accounting information within IT outsourcing engagements | Thiagarajah, T; Sivabalan, P; Giacobbe, F; Hartmann, FGH |
| 2005-01 | An exploratory study of Australian operations budget practice | Sivabalan, P; Malmi, T; Brown, DA; Matolcsy, ZP; Faff, R |
| 2009-12-01 | An exploratory study of operational reasons to budget | Sivabalan, P; Booth, P; Malmi, T; Brown, DA |
| 2018-09-01 | How do enterprises respond to a managerial accounting performance measure mandated by the state? | Bhimani, A; Dai, NT; Sivabalan, P; Tang, G |
| 2021-12 | Implementation of a structured emergency nursing framework results in significant cost benefit | Curtis, K; Sivabalan, P; Bedford, DS; Considine, J; D’Amato, A; Shepherd, N; Fry, M; Munroe, B; Shaban, RZ |
| 2007 | The importance of operational reasons to budget for two budget forms, and their relationship to organisational characteristics | Sivabalan, P |
| 2014-01-01 | The legitimacy of new assurance providers: Making the cap fit | Andon, P; Free, C; Sivabalan, P |
| 2017-12-01 | Management control and trust in virtual settings: A case study of a virtual new product development team | Bisbe, J; Sivabalan, P |
| 2019-08-01 | Managing systemic uncertainty: The role of industry-level management controls and hybrids | Thambar, PJ; Brown, DA; Sivabalan, P |
| 2008-01 | Organisational characteristics, alternative reasons to budget and two budget forms | Sivabalan, P; Malmi, T; Booth, PJ; Brown, DA; Hay, D; Moroney, R |
| 2021-06-01 | Patient level costing in Australia: Uses, challenges, and future opportunities | Bedford, D; Sivabalan, P |
| 2014-03-13 | Socio-hydrologic drivers of the pendulum swing between agricultural development and environmental health: A case study from Murrumbidgee River basin, Australia | Kandasamy, J; Sounthararajah, D; Sivabalan, P; Chanan, A; Vigneswaran, S; Sivapalan, M |
| 2018-04-01 | A study of the linkages between rolling budget forms, uncertainty and strategy | Bhimani, A; Sivabalan, P; Soonawalla, K |
