The current article aims to give an overview of how the new cost accounting models, such as activity‐based costing (ABC) and time‐driven activity‐based costing (TDABC) are researched and adapted by university libraries, focusing on the methods used for measuring work time allocation as well as on the strengths and weaknesses of both models.
The data used in this paper are based on reviewing and summarizing of relevant studies which were conducted in libraries inspired by the ideas of modern theoretical considerations and treatments relating to cost accounting and costing, originally developed for industry and private sector organizations.
The implementation of cost accounting systems in libraries has historically been treated as a technical innovation rather than an organizational or management innovation. The most important consideration is that librarians are not machines, which can be set at a given speed and expected to produce a uniform product. It turns out that the results of such research are largely affected by what methods are used to identify the time spent on activities and how well the management of libraries or researchers were able to explain to the staff the necessity for such research.
Besides the articles published so far dealing with the implementation of ABC and TDABC in libraries, no research or surveys focus on these issues from the perspective of employees.
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