Journal ArticleDOI
Knowledge creation for practice in public sector management accounting by consultants and academics: Preliminary findings and directions for future research
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In this article, the authors present a study about knowledge creation for practice in public sector management accounting by consultants and academics and show that researchers emphasize the importance of practice, but worry about the prospects of a successful cross-fertilization between practice and research, because of the pressure they feel to publish in international research journals.About:
This article is published in Management Accounting Research.The article was published on 2010-06-01. It has received 83 citations till now. The article focuses on the topics: Tacit knowledge.read more
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Beyond fragmentation and disconnect: Networks for knowledge exchange in the English land management advisory system
Laurens Klerkx,Amy Proctor +1 more
TL;DR: In this paper, the authors explore how advisors within the English land management advisory system (land agents, applied ecologists and veterinarians) develop and optimise their knowledge by engaging in different kinds of networks (centralised, distributed and decentralised), each of which employs a different type of social capital.
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Practitioners are from Mars; Academics are from Venus? An Empirical Investigation of the Research – Practice Gap in Management Accounting
Basil P. Tucker,Alan Lowe +1 more
TL;DR: In this paper, the authors investigate the underlying reasons and their relative significance in preventing academic research engaging more effectively with the practice of management accounting, and suggest that the relative significance of barriers impeding research more effectively engaging with practice is likely to differ depending on whether the desire is to inform practice with new as distinct from extant academic research.
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Practitioners are from Mars; academics are from Venus? An investigation of the research-practice gap in management accounting
Basil P. Tucker,Alan Lowe +1 more
TL;DR: In this article, the authors identify and gain insights into the significance of barriers contributing to the purported "gap" between academic management accounting research and practice, including difficulties in understanding academic research papers and limited access to research findings.
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In our ivory towers? The research-practice gap in management accounting
Basil P. Tucker,Lee D. Parker +1 more
TL;DR: In this article, the authors report on an investigation of 64 senior management accounting academics from 55 universities in 14 countries about the extent to which academic management accounting research does, and should inform practice.
References
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Journal ArticleDOI
A Dynamic Theory of Organizational Knowledge Creation
TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
Book
Organizational Culture and Leadership
TL;DR: A review of the book "Organizational Culture and Leadership" by Edgar H. Schein is given in this article, where the authors present a review of their approach to organizational culture and leadership.
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Organizational culture and leadership
TL;DR: The issue of difference with the leader of the director, including material that is much discussed in current and most experts believe that leadership is something different from the management, is discussed in this paper.
Journal Article
Public Management Reform: A Comparative Analysis
TL;DR: The second edition of Public Management Reform as mentioned in this paper provides an unparalleled synthesis of developments in Australia, Belgium, Canada, Finland, France, Germany, Italy, the Netherlands, New Zealand, Sweden, the UK, the USA, and the European Commission.
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The “new public management” in the 1980s: Variations on a theme
TL;DR: The authors discusses the rise of New Public Management (NPM) as an alternative to the tradition of public accountability embodied in progressive-era public administration ideas and argues that there was considerable variation in the extent to which different OECD countries adopted NPM over the 1980s.