We may not be able to make you love reading, but archaeology of knowledge will lead you to love reading starting from now. Book is the window to open the new world. The world that you want is in the better stage and level. World will always guide you to even the prestige stage of the life. You know, this is some of how reading will give you the kindness. In this case, more books you read more knowledge you know, but it can mean also the bore is full.

The archaeology of knowledge

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS by examining designs that best suit the nature of the environment, technology, size, structure, strategy and national culture. In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development. A final section considers the possibility that contingency-based ideas could encompass insights from a variety of theories to help understand MCS within its organizational context.

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Management control systems design within its organizational context: findings from contingency-based research and directions for the future

Careful review of extant research addressing the relationships between board composition, board leadership structure, and firm financial performance demonstrates little consistency in results. In general, neither board composition nor board leadership structure has been consistently linked to firm financial performance. In response to these findings, we provide metaanalyses of 54 empirical studies of board composition (159 samples, n = 40,160) and 31 empirical studies of board leadership structure (69 samples, n= 12,915) and their relationships to firm financial performance. These—and moderator analyses relying on firm size, the nature of the financial performance indicator, and various operationalizations of board composition— provide little evidence of systematic governance structure/financial performance relationships. © 1998 John Wiley & Sons, Ltd.

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Meta-analytic reviews of board composition, leadership structure, and financial performance

This study reports further evidence as to the determinants of the audit fees paid by quoted companies in the UK. It outlines a framework based on the findings from semi-structured interviews with partners in four large audit firms and the results of previous research, and tests this framework by means of multivariate analysis using 1987 data for a large sample of quoted UK companies. A model explaining 87 per cent of the variation in audit fees is constructed. The principal explanatory variables are found to be auditee size, return on shareholders equity, the number of subsidiaries, the lag between the year end and the date of the audit report, the size of the auditor, a measure of auditee diversification, the ownership structure of the auditee, and whether the auditor was based in London, with the last three being new variables introduced in this study.

Determinants of audit fees for quoted UK companies

Accounting for Teamwork: A Critical Study of Group-Based Systems of Organizational Control.

This paper contributes to a developing body of literature which questions the claim that the ‘factory of the future’ is a total institution in which self-subordination through ‘new wave management’ is virtually inescapable. It examines the experience of frustrated management efforts to re-engineer working practices, mainly at the point of production, in response to repeated corporate-driven initiatives designed to implement a range of ‘lean manufacturing’ initiatives at ‘Northern Plant’, a pseudonym. Our findings illustrate how workers can and do employ a variety of individual and collective forms of resistance involving dissembling co-operation with change initiatives whilst maintaining a distance from them. In accounting for resistance, we note the significance of market conditions but focus primarily upon the importance of workers’ identification with practices that had been established earlier when management were content to indulge self-managing patterns of work in return for securing required levels of output.

Power, Control and Resistance in ‘The Factory That Time Forgot’

This paper explores the role of accounting calculations in constructing shareholder value within the context of organizational transformation in work organization. Using an intensive longitudinal case study (Conglom, a pseudonym), the paper relates innovation and experimentation in new forms of work organization to a drive for shareholder value creation. The priority given to shareholder value creation was articulated through a proliferation of accounting metrics and calculations that intermediated between the strategic preoccupation with securing financial profitability, as demonstrated by the share price, and the operational challenge of squeezing costs and improving margins to boost short-term performance through outsourcing, programme management and divestment. We interpret the discourse of shareholder value creation and the development of related accounting metrics as a hegemonic move which is central to the reassertion of capital – a development that, we contend, is symptomatic of a shift towards a more ‘despotic’ mode of capitalist reproduction [Burawoy, M., (1985). The politics of production. London: Verso], where the whip of the market, allied to notions of possessive individualism, free choice and self-determination, progressively replaces the velvet glove of the corporatist state.

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Manufacturing shareholder value: The role of accounting in organizational transformation

This paper utilizes Foucault's framework of power/knowledge relations, but tressed by work on the sociology of translation (Callon 1986; Latour 1987), to examine the extent to which the budgeting system is implicated in a process of organizational change. The analysis is based on a field study in which a change initiative was developed by top policy-makers (the Centre) in a U.K. university against a background of reduction in funding by the state. The budgeting system is perceived to have relevance in this context at two levels: (i) as the vehicle through which reallocation of resources is effected, and (ii) as a means that provides actors with technical knowledge which can be utilized in the context of power relations. The analysis demonstrates that the Centre failed to deploy the budgeting system as a disciplinary regime in the sense of making it possible for the proposed resource reallocations to be implemented. The analysis also shows how the groups opposed to the proposed change: (i) through their te...

Mahmoud Ezzamel

Papers

Determinants of audit fees for quoted UK companies

Accounting for Teamwork: A Critical Study of Group-Based Systems of Organizational Control.

Power, Control and Resistance in ‘The Factory That Time Forgot’

Manufacturing shareholder value: The role of accounting in organizational transformation

Organizational Change and Accounting: Understanding the Budgeting System in its Organizational Context