Skip to main content

Conclusion

  • Chapter
  • 658 Accesses

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.

This is a preview of subscription content, log in via an institution.

Buying options

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Martin (1983), p. 4.

    Google Scholar 

  2. Chenhall (2003), p. 129.

    Google Scholar 

  3. For example, cf. Yukl/ Kim/ Chavez (1999), p. 141.

    Google Scholar 

  4. 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.

    Google Scholar 

  5. Cf. Connor (1992), pp. 226–228.

    Google Scholar 

  6. Cf. Ahn/ Dyckhoff (1997), pp. 2–6 for a discussion of the terms effectiveness and efficiency.

    Google Scholar 

  7. Munduate/ Dorado (1998), p. 173.

    Google Scholar 

  8. Fisher (1996), p. 366.

    Google Scholar 

  9. Cf. Mitchell/ Smyser/ Weed (1975), pp. 623–625.

    Google Scholar 

  10. Cf. Krishnan/ Netemeyer/ Boles (2002), p. 290; Wang/Netemeyer (2002), p. 222.

    Google Scholar 

  11. Cf. Schäffer (2001), pp. 115f.

    Google Scholar 

  12. Cf. Mia (1987), p. 558.

    Google Scholar 

  13. Cf. Galtung (1969), pp. 51f.

    Google Scholar 

  14. Churchill Jr./ Iacobucci (2005), p. 324.

    Google Scholar 

  15. Cf. Ferris (1981), p. 324.

    Google Scholar 

  16. Churchill Jr./ Iacobucci (2005), p. 223.

    Google Scholar 

  17. Cf. Podsakoff et al. (2003), pp. 879f.

    Google Scholar 

  18. Cf. Chenhall (2003), p. 134.

    Google Scholar 

  19. For different types of longitudinal analyses cf. Churchill Jr./ Iacobucci (2005), pp. 108f.

    Google Scholar 

  20. Cf. Rahim et al. (1999), p. 340; Rahim/Psenicka (1996), p. 42.

    Google Scholar 

  21. Pettigrew (1972), p. 202.

    Google Scholar 

Download references

Rights and permissions

Reprints and permissions

Copyright information

© 2008 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden

About this chapter

Cite this chapter

(2008). Conclusion. In: Power Bases and Informational Influence Strategies. Gabler. https://doi.org/10.1007/978-3-8349-9635-0_7

Download citation

Publish with us

Policies and ethics