Abstract
The starting point for the present study was the claim that “[…] the principal purpose of accounting is to influence behavior, i.e. to provide the information and the motivation for certain actions.”711 By providing managers “[…] with power to achieve their own ends”712, MAI is a particularly important resource for informational influence strategies.
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References
Martin (1983), p. 4.
Chenhall (2003), p. 129.
For example, cf. Yukl/ Kim/ Chavez (1999), p. 141.
Cf. Venkatesh/ Kohli/ Zaltman (1995), pp. 71f.; Hirst/Baxter (1993), p. 190; Palich/Hom (1992), p. 280 715 Cf. chapter B1.1.4; further cf. Yukl (2006), p. 169.
Cf. Connor (1992), pp. 226–228.
Cf. Ahn/ Dyckhoff (1997), pp. 2–6 for a discussion of the terms effectiveness and efficiency.
Munduate/ Dorado (1998), p. 173.
Fisher (1996), p. 366.
Cf. Mitchell/ Smyser/ Weed (1975), pp. 623–625.
Cf. Krishnan/ Netemeyer/ Boles (2002), p. 290; Wang/Netemeyer (2002), p. 222.
Cf. Schäffer (2001), pp. 115f.
Cf. Mia (1987), p. 558.
Cf. Galtung (1969), pp. 51f.
Churchill Jr./ Iacobucci (2005), p. 324.
Cf. Ferris (1981), p. 324.
Churchill Jr./ Iacobucci (2005), p. 223.
Cf. Podsakoff et al. (2003), pp. 879f.
Cf. Chenhall (2003), p. 134.
For different types of longitudinal analyses cf. Churchill Jr./ Iacobucci (2005), pp. 108f.
Cf. Rahim et al. (1999), p. 340; Rahim/Psenicka (1996), p. 42.
Pettigrew (1972), p. 202.
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© 2008 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden
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(2008). Conclusion. In: Power Bases and Informational Influence Strategies. Gabler. https://doi.org/10.1007/978-3-8349-9635-0_7
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DOI: https://doi.org/10.1007/978-3-8349-9635-0_7
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