Adoption of activity management practices: a note on the extent of adoption and the influence of organizational and cultural factors

By K. Baird, Graeme Harrison, R. Reeve. 2004

268 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/42232f2a4c50a5307697756439e5293bfe40a9e1

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In Management Information Systems

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry (2009, methodology): “2003 ; Baird, Harrison and Reeve 2004 , 2007 ) with similar findings in regard to the dimensions of culture: team work; respect for people; outcome orientation; innovation; stability; and attention to detail.”
Financing buyer–supplier dyads: an empirical analysis on financial collaboration in the supply chain (2016, background): “The underlying rational is that larger companies have more resources (financial and human) for developing and applying cost management tools and methods (Baird, Harrison, and Reeve 2004) and thus might be able to cope better with the issue financing in the context of supply management.”
The effect of organizational life cycle stage on the use of activity-based costing (2007, background): “First, the earlier literature reports that the use of activity-based costing increases as the size of the firm increases (e.g. Drury and Tayles, 1994; Moores and Chenhall, 1994; Innes and Mitchell, 1995; Bjornenak, 1997; Chenhall and Langfield-Smith, 1998; Baird et al., 2004).”
Customer profitability analysis with time‐driven activity‐based costing: a case study in a hotel (2010, background): “According to Cooper (1988), the use of activity-based costing (ABC) enhances the traditional contribution margin approach and the quality of CPA.”
How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects (2009, unknown): “Many of these have relied on a contingency perspective to explain innovation adoption decisions and subsequent implementation processes (e.g. Gosselin, 1997; Baines and Langfield-Smith, 2003; Baird et al., 2004).”