Making Business Partners: A Case Study on how Management Accounting Culture was Changed

By Marko Järvenpää. 2007

315 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/95015997016086a44da18d97c6cbb20a4454827d

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In Accounting

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The development of controller tasks: explaining the nature of controllership and its changes (2011, background): “trollership is expanding its range of roles, tasks, and functions in a manner similar to that of management accountants 4 (see Russell et al. 1999 or Jarvenpaa 2007 and Zorn”
Why business unit controllers create budget sack: Involvement in management, social pressure, and machiavellianism (2010, background): “decision making, there is evidence that such involvement is increasing (e.g., Siegel and Sorenson 1999; Jarvenpaa 2007), which in turn suggests that the downside risk of controller involvement in management is not as generic as claimed.”
Integration of Financial and Management Accounting Systems: The Mediating Influence of a Consistent Financial Language on Controllership Effectiveness (2011, background): “This notion is not only supported by Järvenpää (2007), who finds changes of management accounting culture towards an increasing business orientation, but also by Burns and Baldvinsdottir (2005).”
How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects (2009, unknown): “Concerning MAS, older CFOs will have had more traditional accounting education, and will have spent most of their career in a traditional function in which professional independence and bookkeeping were key performance variables (Hopper, 1980; Granlund and Lukka, 1998; Järvenpää, 2007).”
The effects of uncertainty on the roles of controllers and budgets: an exploratory study (2011, unknown): “In this study, we refer to the alternative roles of controllers as the ‘corporate policeman’ role and the ‘business partner’ role, which are widely accepted labels in the academic and practitioner literature (e.g. Williams 2000, Siegel et al. 2003, Järvenpää 2007, 2009).”