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Drawing upon Abrahamson's (1991) typology of innovation diffusion, this study aims to investigate the factors underpinning diffusion of sustainability key performance indicators (SKPIs) in a developing country.

A qualitative study was conducted in Sri Lanka involving semi-structured interviews with managers, as users of SKPIs (demand-side), and both consultants and academics, as agents in diffusion process (supply-side).

Diffusion of SKPIs was found to be driven by efficient-choice considerations, with fashion motives intertwined with these. The diffusion was influenced by developing country context issues relating to market competition, education, government and culture. It was somewhat surprising that market forces played a key role to the extent they did. Minimal stakeholder pressure was found to undermine the diffusion process, contrasting with developed countries in which key stakeholders act as catalysts. The developing country context appears to slow down the pace, rather than alter the pattern, of diffusion of SKPIs.

This study is limited by its focus on SKPI adopters, which does not permit to draw insights regarding motivations of non-adopters.

This study draws upon Abrahamson's typology to explore the diffusion of SKPIs in the poorly understood developing country context. The findings provide insights into driving forces behind diffusion of SKPIs, suggesting the developing country context creates “stickiness” that influences pace rather than the pattern of diffusion of SKPIs.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749710173760. When citing the article, please cite: Minwoo Lee, Janet L. Colbert, (1997), “Analytical procedures: management tools for monitoring controls”, Management Decision, Vol. 35 Iss 5 pp. 392 - 397.

The literature is reviewed to show likely future trends of public library services in the USA. The role of libraries, the nature of users, library buildings and charges for library services are all examined and general conclusions drawn.

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis’ ERP life cycle model is presented and the importance of each factor is discussed.

Increasing the science, technology, engineering, and mathematics (STEM) workforce is a national priority. This discourse recognizes that everyone who graduates from college must first have highly qualified teachers all along the elementary and secondary pipeline. Therefore, considerable attention is given to STEM educators. Like those who enter STEM disciplines with the intention of enjoying successful careers as practitioners, there are those who value the profession of teaching. The same problem with swelling the presence of skilled STEM practitioners is apparent in swelling the presence of STEM educators. In both cases, these small populations are not diverse; women of color are woefully underrepresented. Given the age when demands of professional accountability are excessive (even punitive), electing a career in education is not generally a first choice. Nonetheless, there are women of color who not only choose to teach, but also choose to teach in the some of the most cognitively challenging content areas. This chapter used qualitative research methods to understand how African American female undergraduate student come to select and persist in a STEM teacher preparation program.

Drawing upon the theory of planned behaviour (TPB), the purpose of this paper is to examine the influence of managers’ attitude and other psychological factors on sustainability reporting (SR). In doing so, this paper aims to respond to calls for the use of previously untried theoretical approaches on the SR literature.

The study uses a survey of top and middle-level managers of listed and non-listed companies in Sri Lanka. Data were analysed using a Partial Least Squares path model.

The findings indicate that managers’ attitude towards SR, belief about stakeholder pressure, and their capacity to control SR behaviour influence their intention to engage in SR and, indirectly, actual corporate SR behaviour (in the context of listed companies). However, whilst managers of non-listed companies exhibit the intention to engage in SR, the lack of a relationship between intention and behaviour suggests that companies face barriers towards SR due to lack of actual control over the SR process. Religion, in the case of non-listed companies, and education, in the case of listed companies, has some degree of influence over managers’ beliefs.

The use of self-reported SR behaviour is a limitation but necessary to maintain anonymity of respondents. The low levels of self-reported SR correspond with past evidence on actual SR in developing countries.

The results show that managers’ psychological factors are important in determining SR behaviour in companies. Specifically, this highlights the possible roles that regulators, professional bodies and companies can play in improving educational and cultural influences towards improving the level of SR.

This is the first study to apply the TPB to understand SR behaviour by integrating psychological factors relating to managers’ belief, attitudes and perceptions.