e-journal

The story of a schizoid organization

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It is acknowledged in the accounting literature that accounting can play powerful roles in processes of organizational change (for example, Broadbent,1992; Hopwood, 1987, 1990; Laughlin, 1991). The need has been expressed also for further examples to be provided which develop our understanding of these
roles and the nature and dynamics of organizational change (for example Hopwood, 1987, 1990; Laughlin, 1991). This article reports on an extensive field study and contributes to an understanding of the above issues by providing: • a case study of the roles of accounting and the accountant in a particular
organizational change process; • an analysis of these roles and the nature and dynamics of change,
including power at work in a change-resistant context, against the framework of existing skeletal theoretical models (Hopwood, 1987, 1990; Laughlin, 1991); • an example of a “middle-range thinking” approach (Laughlin, 1995) to research and an example of how a fully participant field role might be
necessary to uncover rich data about the dark side (Kets de Vries and Miller, 1984) of organization and to extend existing theoretical models.

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Ketersediaan

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Informasi Detail

Judul Seri

Accounting, Auditing & Accountability Journal

No. Panggil

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Penerbit

: MCB University Press., 1995

Deskripsi Fisik

Accounting, Auditing & Accountability Journal, Vol. 9 No. 1, 1996, pp. 8-30

Bahasa

English

ISBN/ISSN

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Klasifikasi

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Tipe Isi

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Tipe Media

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Tipe Pembawa

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Edisi

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Subjek

AKUNTANSI

Info Detail Spesifik

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Pernyataan Tanggungjawab

Asmawati/Syahrial

Versi lain/terkait

Lampiran Berkas

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