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This paper illustrates a story of “rise and fall” of a Balanced Scorecard (BSC) project in a Sri Lankan firm. The “rise” was due to a series of attempts made by CIMA (SL) for popularising BSC practice among business leaders and local consultants, and the “fall” was due to professional rivalry between engineering managers and accounting personnel and the decline of interest on the part of the owner-manager. In relation to these two opposing phenomena, the paper shows how and why the firm first receives the BSC project as a useful management system device, and later, how and why the management tends to undermine the use of BSC. The argument advanced is that the popularisation of BSC is part of a project of accounting knowledge diffusion which comes through the broader globalisation process, but the failure in sustaining BSC is due to the upsurge of professional rivalry and the rise of alternative management fads and the owner-manager's inclination to look at financial matters, rather than a BSC, as a basis for the appropriation of surplus. The underlying public interest implication is that even though globalisation project seems to be functional and positive, it provokes contradictions and resistance when new accounting knowledge is diffused from the centre to the periphery.

This chapter discusses the project to investigate, recommend, and create user-focused solutions for opening and operating Severn Library, a high-density storage facility, at the University of Maryland in College Park, MD.

This chapter takes the case study approach, discussing the practical application of project management techniques to various stages of a large-scale project to plan for a high-density storage facility.

Although the Severn Library project began with a large project team, lack of formal project management expertise and the massive nature of the project led to its breakdown into smaller constituent projects, with the two authors filling the roles of “accidental project managers” to complete the work on time. Although this approach was ultimately successful, the overall success of the project could have been improved through more formal application of project management techniques.

This chapter discusses the experience of the authors at one large, public state university. The experience of other libraries and library managers may vary based on institutional context.

This chapter will be valuable to library managers interested in project management techniques in libraries, and/or in planning for high-density library storage facilities.

To the authors’ knowledge, this is the only writing on the application of project management techniques to construction and operation of a high-density library storage facility.

In this chapter, we apply diffusion of innovation theory and the theory of management fashion to examine the diffusion trajectory of human resource (HR) analytics in a U.S. context. We focus on the role mass media plays in influencing the diffusion process and address two research questions. First, does the mass media on HR analytics make observable the positive outcomes of HR analytics and is this related to increasing HR analytics adoption over time? Second, does the mass media on HR analytics show evidence of management trendsetting rhetoric?

We analyze published popular trade, business press, and peer-reviewed academic articles over a decade using a big data discourse analytical technique, natural language processing.

We find preliminary evidence that suggests that although the media has broadcasted positive outcomes of HR analytics, adoption has tailed off. In concert with the tailing off of HR analytic adoptions, the media appears to be recasting HR analytics as solving newer problems such as managing talent. Whether this shift makes a difference has yet to be determined.

Business press appears to influence the adoption process, both by broadcasting positive outcomes and through creating management fashion trendsetting rhetoric.

To promote the use of HR analytics, academic institutions and the HR profession need to train HR professionals in the use and benefits of HR analytics.

We lay the groundwork to improve our understanding of the role media plays in influencing how new HRM practices spread across organizations. We introduce the application of an emerging big data analytic technique, natural language processing, to analyze published media on HR analytics.

The purpose of this chapter is to present the key issues and main aspects of financial management, which also constitute the main concerns of a prospective entrepreneur.

This chapter takes a perspective of the small business/prospective entrepreneur and analyses how the methods, tools and techniques of financial management can be helpful in operating the business venture. Literature review was conducted on main issues and aspects of financial management.

This chapter builds on extant bibliography to discuss the key issues and main methods of financial management. For any business, irrespective of size, to carry on its operations and achieve its objectives, financial resources are required, and such resources must be managed efficiently and effectively.

This study is explorative in nature because the discussion is mostly based on a literature review. It takes more entrepreneurial/practical than academic approach.

To contribute to the successful and sustainable operation of a tourism venture, this chapter outlines the key financial issues and presents in a practical way the main methods and techniques used when making operational and investment decisions.

This chapter attempts to equip a prospective entrepreneur with the background knowledge (main competencies), as well as the principal methods and techniques (skills) for managing the financial resources of a venture.

The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change management to support the success of their projects. Combining these two methodologies can assist professionals not only in carrying out their projects efficiently, helping them to meet project objectives, but can also increase the likelihood that their project objectives will be accepted by their organizations.

This chapter provides an overview of project management and change management methodologies with numerous examples from academic and practitioner literature and supplements them with concrete, specific examples of how these tools and techniques were implemented in an information management project.

This chapter contributes to the development of change management and project management competencies for librarians by providing explanations of project management and change management which include advice and evidence from the literature combined with examples of how these techniques and processes were applied in a library and information management project. This chapter should therefore serve as an educational tool for library and information management practitioners seeking either to develop their project management and change management skills or to apply these techniques to their own projects.

Articles which combine project management and change management methodologies are rare. This chapter takes these concepts and applies them in a library and information management setting in a way that should be practical and approachable to library and information science practitioners.

The objective of this chapter is to discuss how different techniques in Regional Science and Peace Science and the emerging techniques in Management Science can be used in analysing Disaster Management and Global pandemic with special reference to developing countries. It is necessary for me to first discuss the subjects of Disaster Management, Regional Science, Peace Science and Management Science. The objective of this chapter is to emphasise that the studies of Disaster Management should be more integrated with socioeconomic and geographical factors. The greatest disaster facing the world is the possibility of war, particularly nuclear war, and the preparation of the means of destruction through military spending.

Despite arguments that traditional product costing and variance analysis operate contrary to the strategic goals of advanced manufacturing practices such as just in time (JIT), total quality management (TQM), and Six Sigma, little empirical evidence exists that cost accounting practices (CAP) are changing in the era of continuous improvement and waste reduction. This research supplies some of the first evidence of what CAP are employed to support the information needs of a world-class manufacturing environment. Using survey data obtained from executives of 121 U.S. manufacturing firms, the study examines the relationship between the use of JIT, TQM, and Six Sigma with various forms of traditional and non-traditional CAP. Analysis of variance tests (ANOVA) indicate that most traditional CAP continue to be used in all manufacturing environments, but a significant portion of world-class manufacturers supplement their internal management accounting system with non-traditional management accounting techniques.

Emerging thoughts and models in strategic management increasingly involve complex hypotheses at different levels of analysis and multiple sides of relationships. Such complexities often result in less than ideal empirical testing, with the ensuing implications being limited or sometimes even wrong. One such case is global relationship management (GRM). The effective implementation of GRM has been argued to be a principal source of a firm's value creation but the testing of GRM scenarios have been very limited. Using GRM as a case example, we introduce a new methodology to the strategic management literature that alleviates many of the limitations of existing techniques – static triangulation simulation (STS). A series of GRM hypotheses are briefly introduced and then tested via the STS technique. Starting values for the simulation, based on input from companies, are included from two sides of each GRM relationship (customer and supplier) and two levels (company and account) from each side. Such elaborate testing is typically not feasible via “normal” methodology – the STS technique, however, allows for a robust assessment of the different drivers that affect GRM outcomes.

The world is changing fast and pace of changes that are being observed since start of the twenty-first century have never been observed before. Due to such changes and their impact, world is described in terms of Volatile, Uncertain, Complex and Ambiguous (VUCA). The trend of industry 4.0 is also said to be an another contributing factor into the VUCA environment. The VUCA creates a lot of challenges for organization from the perspective of management and leadership. Both business and leadership agility are needed more than VUCA as the VUCA world is becoming old. Therefore, the purpose of this research is to review the literature and to summarize the understanding with regard to managing VUCA-RR world in an era of Industry 4.0. Since the advent of term VUCA, many researchers have provided theoretical model and framework to guide managers regarding to their action and strategies. But, current research postulates based upon the literature that agile management’s tools and techniques are highly effective in managing the situation of VUCA-RR in the era of Industry 4.0. The research concludes that Industry 4.0 together with VUCA-RR and indecently possess to change management challenges to organizations. The organization can be in better position to manage change management challenges posed by Industry 4.0 by implementing the agile management. The Industry 4.0 will latter compliment to agile management tools and techniques which will make any organization to become a better equipped to face the VUCA-RR world. The research has also concluded that agile management powered by Industry 4.0 enabling technologies presents enormous opportunity in the form of VUCA 2.0 (Vision, Understanding, Courage, Adoptability, Rapidity and Radicality) that can be used to square off the effect of VUCA-RR world.

In this paper, the editors argue that management accounting research should seek to expand to examine the broader ecosystem of information sources that influence organizational performance. The editors introduce the concept of the management accounting ecosystem as a means of linking discrete management accounting research topics to the broader environment in which organizations operate. By doing this, a stronger connection can be established between management accounting research and management accounting practice. The goal is to encourage more cross-disciplinary research that provides a better understanding of the ecosystem in which management accounting practitioners operate. The editors encourage researchers to submit studies to “Advances in Management Accounting” that evaluate the effectiveness of new management accounting information sources and the techniques used to analyze them in the broader ecosystem to enhance the effectiveness of management accounting practices. By exploring the wider information sources within the management accounting ecosystem, future management accounting research can become more innovative and better address the decision-making needs of organizational members.