Contributions to Management Science

Managing Organizational Culture for Effective Internal Control

From Practice to Theory

Authors: Pfister, Jan A.

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About this book

In times of economic and financial crises, the content of this book rings true. While we often look at formal compliance procedures, incentive systems and other ‘technical’ ways to ensure effective internal control, this study emphasizes a different perspective: How do the management principles and practices influence organizational culture in order to enhance control effectiveness? New theory is provided on the way that tone at the top – leadership, sustainability, accountability, and other social control aspects – is combined with formal control. The research is based on in-depth interviews with senior-level people (e.g. executives, managers, auditors) from more than 18 renowned U.S. and Swiss companies, and theory from fields of sociology and social psychology. In contrast to contemporary accounting and control research, where culture provides a context for control, here any control mechanism can in turn influence culture. The study offers innovative insights for both academics and practitioners including:

a) a new research framework for analyzing the links between culture and control;

b) statements from senior-level people of eBay, Google, Hewlett Packard, Intel, Levi Strauss & Co., Microsoft, Motorola, Novartis and many more;

c) a practice-oriented tool to proactively mitigate typical roots of internal control failures;

d) integrated theory on social systems, personal and organizational values and organizational corruption;

e) a foreword from Solomon N. Darwin, University of California at Berkeley.

About the authors

Dr. Jan Pfister is Assistant Professor at the Department of Accounting and Finance at Lancaster University Management School, UK. His research focuses on performance measurement, management control and organizational culture in medium and large multinational companies.

Reviews

“Dr. Pfister sheds new light on the critically important, but often-overlooked, "softer" forms of control, such as corporate culture. And he does it in a rigorous and engaging way. A very worthwhile read! “  Kenneth A. Merchant, Deloitte and Touche LLP Chair of Accountancy, University of Southern California

“In our increasingly complex and multicultural world it is high time that someone tackles the implications of different assumptions among the team members in finance and accounting groups.”  Edgar H. Schein, Professor Emeritus, MIT Sloan School of Management

“Dr. Pfister provides a well-written, accessible and comprehensive overview of the control environment and identification of the key practical drivers highly useful to managers in implementing controls and creating culture; and which auditors and boards can use to assess the quality of the control environment: the organizational culture.” James Wall, retired CFO Core-Mark International, Board Trustee, Financial Executives Research Foundation

“This book is a “must read” and provides a valuable resource for board members, senior management, operations management, systems designers, auditors, consultants, or other internal control practitioners.”  H.C. “Pete” Warner, CPA, CIA, CICP, President Internal Control Institute

"It is now accepted that organizational culture has an important impact on management practices. But Dr Pfister's book makes substantial progress in detailing precisely how differences in culture impact on the design and use of management control systems. It will be of significant use to both business controllers and to academics try to advance our understanding of this important area.” David Otley, Distinguished Professor of Accounting & Management (Emeritus), Lancaster University Management School, UK

“Many professionals see the only relationship between Culture and Control in the fact that both start with a "C". They could not be more wrong. This highly recommendable book provides key insights on the close link between the two. ... This book also demonstrates why Finance and HR must start talking to each other instead of practicing disconnected performance management from inside their isolated silos.” Bjarte Bogsnes, Vice President of Performance Management Development, Statoil, Chairman, Beyond Budgeting Round Table Europe

"this study provides a much-needed next step in academic research aimed at understanding the relationships between such complex phenomena as "internal control" and "organizational culture."
The Accounting Review

"the field study should therefore be of interest to academics, practitioners and policy members working in control generally, and more specifically internal control, as well as those interested in culture."
The British Accounting Review

Table of contents (9 chapters)

Table of contents (9 chapters)

Buy this book

eBook $139.00
price for USA in USD (gross)
  • ISBN 978-3-7908-2340-0
  • Digitally watermarked, DRM-free
  • Included format: EPUB, PDF
  • ebooks can be used on all reading devices
  • Immediate eBook download after purchase
Hardcover $179.99
price for USA in USD
  • ISBN 978-3-7908-2339-4
  • Free shipping for individuals worldwide
  • Usually dispatched within 3 to 5 business days.
Softcover $179.99
price for USA in USD
  • ISBN 978-3-7908-2785-9
  • Free shipping for individuals worldwide
  • Usually dispatched within 3 to 5 business days.
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Bibliographic Information

Bibliographic Information
Book Title
Managing Organizational Culture for Effective Internal Control
Book Subtitle
From Practice to Theory
Authors
Series Title
Contributions to Management Science
Copyright
2009
Publisher
Physica-Verlag Heidelberg
Copyright Holder
Physica-Verlag Heidelberg
eBook ISBN
978-3-7908-2340-0
DOI
10.1007/978-3-7908-2340-0
Hardcover ISBN
978-3-7908-2339-4
Softcover ISBN
978-3-7908-2785-9
Series ISSN
1431-1941
Edition Number
1
Number of Pages
XX, 245
Number of Illustrations
32 b/w illustrations
Topics