Suchergebnisse

The rise of the "new economy", one principally driven by information and knowledge, international competitiveness and changing patterns of interpersonal activities is attributed to the increased prominence of intellectual capital (IC) as a management and research topic. There is indeed much to support the assertion that IC in the new century will be instrumental in the determination of enterprise value and national economic performance. Stemming from this awareness of the value of know‐how is a drive to establish new metrics that can be used to record and report the value attributable to knowledge within an organisation. The task has been given impetus by the fact that early work appearing in the accounting financial reports of Swedish companies involves the application of non‐financial metrics and focuses on intangible assets. This represents a significant departure from traditional financial and management accounting orthodoxy.

In this decade we have witnessed in the Australian public sector
tremendous pressures for change in the name of accountability and
efficiency. Changes have occurred in public sector management and in
public sector accounting. Techniques such as programme budgeting,
financial management initiatives, enhanced annual reporting and
performance audits have all been promoted. These changes have led to a
"new" accounting for the public sector. Performance auditing
is compared at the commonwealth and the state level, and a study is
provided of how a change in accounting can affect the organisation, in a
social and political context. Differences between performance auditing
and traditional auditing are illustrated and then assessed within a
framework of accountability.

Using arguments drawn from the organization economics literature, associations between the use of alternative pay practices and firm turnover rates are hypothesized. Relationships between the use of skill-based and group-based compensation plans and firm turnover rates were examined in a sample of 153 New Zealand firms. Ordinary least squares regression results indicate that use of skill-based pay systems improves employee retention, whereas group incentive plans are associated with greater turnover. This latter association is magnified as organization size increases.