Excerpt from Power and the Design and Implementation of Accounting and Control Systems
It is clear that a major change in hierarchical power was implied by the new information system. Power would shift from the divisions and their accountants to headquarters and the corporate accounting staff. Prior to fis, divisions had retained control of their own data and exercised substantial discretion in summarizing it. This allowed them to account for unusual situations before reports reached corporate accountants or even divisional general managers. After fis, all data were in a single database under the control of corporate accountants.
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M. Lynne Markus (PhD, Organizational Behavior, Case Western Reserve University, 1979) is The John W. Poduska, Sr. Professor of Information and Process Management at Bentley University and a Research Affiliate at MIT Sloan s Center for Information Systems Research. She does practice-oriented research for businesses, associations and non-profits, and governments. Her specific areas of academic and practice-oriented research include: the effective design, implementation and use of information systems within and across organizations; the risks and unintended consequences of information technology use; and innovations in the governance and management of information technology. She has received several research grants from the US National Science Foundation and recently summarized her research on the role of IT in the mortgage crisis at a Securities and Exchange Commission roundtable. Her publications include several books and over 100 articles in journals such as "MIS Quarterly", "Information Systems Research", and "Organization Science". She served as a senior editor for "MIS Quarterly". She was named a Fellow of the Association for Information Systems in 2004. In 2008, she won the AIS Leo Award for Exceptional Lifetime Achievement in Information Systems. For more information: https: //faculty.bentley.edu/details.asp?uname=mlmarkus
Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business. He has authored or coauthored fourteen books and is a highly sought-after expert on the subject of power and leadership. He is widely considered one of the leading management experts in the world. Pfeffer has been a visiting professor at London Business School, Harvard Business School, Singapore Management University, and IESE. He has served on the boards of several human capital software companies as well as on a variety of public and nonprofit boards. He lives in Hillsborough, California.
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Paperback. Condition: New. Print on Demand. This fascinating exploration into the intricate relationship between accounting and control systems and the dynamics of power within organizations exposes their mutual influence and impact. By delving into the use of accounting and control systems in decision-making, altering organizational performance, and conferring legitimacy, the author uncovers how these systems can become powerful tools for shaping intraorganizational power distributions. The book argues that to ensure successful implementation, accounting and control systems should align with other power dynamics, organizational cultures, and paradigms. Through insightful case studies, the author demonstrates that resistance to these systems often stems from conflicts between existing power structures and proposed changes. This book provides a compelling framework for comprehending the interplay between accounting and control systems and organizational power, offering invaluable insights for both researchers and practitioners seeking to navigate the complexities of organizational change and effectiveness. This book is a reproduction of an important historical work, digitally reconstructed using state-of-the-art technology to preserve the original format. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in the book. print-on-demand item. Seller Inventory # 9781332275298_0
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