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Integrative management information, role ambiguity and managerial performance : an intervening model

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conference contribution
posted on 06.12.2017, 00:00 by S Salmon, T Joiner
Given the increasingly complexity and interdependence of managerial tasks, the role of integrative management accounting information (MAI) becomes very important for managerial performance. This study examines how integrative MAI influences performance, directly and indirectly, via role ambiguity. Using a sample of 108 managers working in manufacturing organizations derived from The Business Who’s Who of Australia (2003), we found a positive and direct link between integrative MAI and managerial performance and an indirect link between these two variables through role ambiguity. Implications for the study’s results are addressed as well as implications for some methodological issues relating to the measurement of MAI and managerial performance.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Editor

Kennedy J; Di Milia V

Parent Title

Proceedings of the 20th ANZAM Conference [electronic resource] : Management : pragmatism, philosophy, priorities

Start Page

1

End Page

18

Number of Pages

18

Start Date

01/01/2006

ISBN-10

1921047348

Location

Yeppoon, Qld.

Publisher

Australian and New Zealand Academy of Management

Place of Publication

Lindfield, NSW

Peer Reviewed

Yes

Open Access

No

Era Eligible

No

Name of Conference

Australian and New Zealand Academy of Management. International conference