Developing Synergies between E-Collaboration and Participant Budgeting Research

Developing Synergies between E-Collaboration and Participant Budgeting Research

Kevin E. Dow (Kent State University, USA), Ralph H. Greenberg (Temple University, USA) and Penelope Sue Greenberg (Widener University, USA)
Copyright: © 2008 |Pages: 7
DOI: 10.4018/978-1-59904-000-4.ch023
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Abstract

Even though research in e-collaboration and participative budgeting have drawn from different theoretical backgrounds and have very different perspectives, the primary aim of both is to enhance group interactions, communication, and decision making. The purpose of this article is to identify potential synergies through which scholars in both areas can enhance future research.

Key Terms in this Chapter

Participative Budgeting: The process in which managers (subordinates) who are accountable to their supervisors for performance related to budget goals, participate in the determination of those goals.

Management Control Systems: The process, procedures and policies by which managers influence other members of the organization to implement the organization’s strategies.

Media Richness Theory: Theory that claims that lean media are not appropriate for knowledge and information communication (i.e., equivocality and uncertainty reduction), and that the adoption of media and the outcomes of its use will usually reflect this fact.

E-Collaboration Technologies: Electronic technologies that enable collaboration among individuals engaged in a common task.

Social Presence Theory: Theory that claims that communication is more effective when the communication medium has the appropriate level of social presence for the level of interpersonal involvement necessary for the task.

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