RIJBFA Volume 1, Issue 4(April 2012) A Journal of Radix International Educational and Research Consortium ISSN: 2277 – 100X RIJBFA RADIX INTERNATIONAL JOURNAL OF BANKING, FINANCE AND ACCOUNTING DECISION MAKING AND THE ROLE OF MANAGEMENT ACCOUNTING FUNCTION – A REVIEW OF EMPIRICAL LITERATURE Fitsum Kidane (Phd. Research scholar), Lecturer in Accounting and Finance College of Business and Economics Mekelle University Mekelle, Ethiopia Abstract This study examines decision making and
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African Journal of Business Management Vol. 5(30), pp. 12050-12065, 30 November, 2011 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.1232 ISSN 1993-8233 ©2011 Academic Journals Full Length Research Paper Management accounting: An instrument for implementing effective corporate governance Mayanja MK and Van der Poll HM Department of Management Accounting, Unisa, Pretoria, 0003 South Africa. Accepted 28 September, 2011 Management accounting is not given sufficient
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Unit 4 External and Global Environment Case Study Analysis Kaplan University School of Business MT460 Management Policy and Strategy Introduction In 1944, Elliot and Ruth Handler decided to capitalize on the big baby boom that World War II had caused. They went after the toy market and founded the Mattel Brand. They started out simple with a few essential toys such as Barbie and Hot Wheels. The reception was great and their brand of product took off in the toy market. Throughout
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Consumers appreciate product designs as much as they value functionality in technology products (Chitturi, 2008). (Holbrook M. &., 1982) studied experiential aspect of consumer behaviour like imagery, aesthetics and feelings arising from consumption. Currently companies recognise this and stress on making their products more aesthetically pleasing (Kaplan, 2009) and building an emotional connection with consumers, this can be done by making
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Book Reviews Thompson, J.D., Organizations in Action (New York: McGraw-Hill, 1967). Yie, Robert K., Case Study Research: Design and Methods, vol. 5, rev. ed. (San Francisco: Sa^e Publications, 1989). Anthony A. Atkinson 955 University of Waterloo Thomas H. Johnson and Robert S. Kaplan, Relevance Lost: The Rise and Fall of Management (Boston, MA: Harvard Business School ftess, 1987) pp. 269. Given the reaction that this book has caused in the management accounting milieu, it seems destined
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duration of the project. The project manager is responsible for communicating with organizational managers on the progress and performance of each project resource. Project Scope The scope of the new touring motorcycles project includes the planning, design, development, testing, and transition of the larger motors. This new motorcycles will meet or exceed all organizational standards and additional requirements established in the project charter. The scope of this project also includes the completion
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Unit 3: SDLC Phase Natasha Joseph Kaplan University Professor Michael Renick IT460: System Analysis and Design July 20, 2013 Unit 3: SDLC Phase In the past Jesse and the team considered using a JAD session to gather requirements but this time around the decision has been made to gather the requirements through an interview process. An interviewing process is a fact finding tool used to obtain information from another person, however to be successful at interviews you must
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Preliminary and incomplete Do not quote without authors’ permission How Do Venture Capitalists Choose Investments? by Steven N. Kaplan and Per Strömberg* First Draft: August 2000 This Draft: August 2000 Abstract In this paper, we consider how venture capitalists (VCs) choose or screen their investments by studying the contemporaneous investment analyses produced by 10 venture capital firms for investments in 42 portfolio companies. Consistent with most academic and anecdotal accounts
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advantages and disadvantages. These points are further elucidated by a case study of a Taiwanese hot spring country inn’s implementation of the ABC system. What is Activity Based Costing The Activity-Based Costing theory started in 1987 by Robert S. Kaplan and W. Bruns as a better alternative to the traditional costing method. It has activities as the fundamental cost objects and assumes that activities cause costs and that cost objects create demands for the activities. A traditional costing system
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Application of Strategy Dynamics: Starbucks Corporation by Pascal Gambardella, Ph.D. The Processes of Strategy Development and Implementation by Clayton M. Christensen and Tara Donovan Developing the Strategy: Vision, Value Gaps, and Analysis by Robert S. Kaplan and David P. Norton with Edward A. Barrows Jr. http://www.strategydynamics.com/info/What-is-strategy-dynamics.aspx
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