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Department of Economics and Business - Business Studies
Fuglesangs Allé 4
room M306
8210, Aarhus V
Denmark
Direct phone: 87164957
Professor
Hanne Nørreklit, PhD, is a professor at the Aarhus University, Denmark and a professor II at Norwegian School of Economics, Bergen, Norway. Also, she has held a part-time professorship at Manchester University (UK), an honoree professorship at Dundee University, UK, Erik Malmsten visiting professor in economics, Göteborg University, Sweden and position at HEC, Paris, France. Her teaching and research areas cover performance measurement, international management control, management fashion, actor-based performance management, management rhetoric, and validity issues in management control. She has published in journals such as Accounting, Organization and Society, Accounting, Auditing and Accountability Journal, Contemporary Accounting Research, Financial Accountability and Management, and Management Accounting Research and Qualitative Research in Accounting and Management. Hanne Nørreklit’s teaching includes supervising and lecturing PhD, master, B.A. and MBA students. She has taught at Universities and Business Schools in Denmark, Sweden, Norway, the UK, France, Italy and the USA.
Research interests
International Management Accounting and Control with special interests in:
- Performance Measurement Systems
- Management ideology
Actor-based performance measurement
Management control and validity
Management accounting and change
Selected publications
Nørreklit, H, 2011. The Art of Managing Individuality, Qualitative Research in Accounting and Management, Vol. 8, No. 3.
Nørreklit H, Nørreklit L and Mitchell F 2010. Towards a paradigmatic foundations of accounting practice, Accounting, Auditing and Accountability Journal, Vol. 23, No. 6.
Baldvinsdottir G., Burns J., Nørreklit H. and Scapens R.W.2009. The image of accountants: From bean counters to extreme accountants, Accounting, Auditing and Accountability Journal, 6.
Malina, M., Nørreklit H. and Selto F. 2007. Relation among Measures, Climate of Control and Performance Measurement Models, Contemporary Accounting Research.
Nørreklit H, Nørreklit L and Israelsen P 2006, »Validity of Management Control Topoi? Towards Constructivist Pragmatism, Management Accounting Research, 17/1 pp. 42-71.
Bourguignon A., Malleret V., and Nørreklit H. 2004. The American Balanced Scorecard versus French Tableau de Bord: the ideological dimension, Management Accounting Research, 15, 2.
Nørreklit, H 2003. The Balance Scorecard — What Is the Score?, Accounting Organization and Society, 28, 6.
Nørreklit, H, 2000.The Balance on the Balanced Scorecard - a critical analysis of some of its assumptions, Management Accounting Research.
Publication: Research - peer-review › Journal article
Publication: Research - peer-review › Book chapter
Publication: Research - peer-review › Journal article
Activity: Other research and communication activities › Period visiting other institutions
Activity: Lecture and oral contribution
Activity: Appearance in mass media › Participation in Interview for Printed Media
ID: 32282655
Aarhus University
Department of Economics and Business
Fuglesangs Allé 4
DK-8210 Aarhus V
Bartholins Allé 10
Building 1322, 3rd floor
DK-8000 Aarhus C
Frichshuset
Hermodsvej 22, 1st and 2nd floor
DK-8230 Åbyhøj
Tåsingegade 1
DK-8000 Aarhus C
| E-mail: oekonomi@au.dk CVR no: 31119103 |
Students
### UNIT NAME ### is part of Business and Social Sciences, which is accredited by EQUIS (European Quality Improvement System).
As part of the academic development process at Aarhus University, the Aarhus School of Business (ASB) and the Faculty of Social Sciences (SAM) merged to become the new main academic area called Business and Social Sciences.
You can still go to www.asb.dk/en (ASB) and samfundsvidenskab.au.dk/en (SAM), but these websites will be closing soon.
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In the time ahead, you will notice a mixture of old and new designs in the pages on the website.
In spring 2011, Aarhus University’s nine main academic areas were reduced to four, and the fifty-five departments became twenty-six. This was to unify the organisation and to strengthen the university’s interdisciplinary approach. We are now following suit by restructuring the entire website to ensure more coherence in the content and design.
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