PRE
发表于 2025-3-23 12:55:36
The contingency theory of management accounting: achievement and prognosisand content of these theories it is argued that they have been based on an inadequate and insufficiently articulated model. An improved model, based on ideas of organizational control and effectiveness, is put forward which suggests appropriate directions for future work that will be both perceptive
FAZE
发表于 2025-3-23 14:00:27
The organizational context of accounting highly measureable outputs. We review the literature on budgetary and organizational control in the light of this argument. Furthermore, we describe the many kinds of behaviors that can result from the efforts of subordinates to distort the information system to their desired ends when they find th
不规则
发表于 2025-3-23 20:00:20
http://reply.papertrans.cn/83/8221/822058/822058_13.png
万花筒
发表于 2025-3-24 00:11:43
http://reply.papertrans.cn/83/8221/822058/822058_14.png
Filibuster
发表于 2025-3-24 04:09:36
http://reply.papertrans.cn/83/8221/822058/822058_15.png
职业
发表于 2025-3-24 07:07:43
The role of budgetary information in performance evaluationecognized that this information is used in a variety of ways. In addition, various psychological and behavioural effects of alternative uses as well as factors that give rise to a particular use have been identified. Notwithstanding this breadth of analysis, a critical review of the literature shows
STERN
发表于 2025-3-24 12:41:07
http://reply.papertrans.cn/83/8221/822058/822058_17.png
流行
发表于 2025-3-24 17:57:45
http://reply.papertrans.cn/83/8221/822058/822058_18.png
确定方向
发表于 2025-3-24 19:21:20
Industrial organization, corporate strategy and structure constrain its behaviour and define its options. ‘Market structure’ refers to certain stable attributes of the market that influence the firm’s conduct in the marketplace. Significant elements of market structure include the number and size distribution of sellers and buyers, height of barriers to e
FLIT
发表于 2025-3-25 01:05:11
http://reply.papertrans.cn/83/8221/822058/822058_20.png