This study interrogates the meaning and conceptual nuances of human capital accounting and additionally highlights its empirical dimensions. A critical aspect of the concerns of the study borders on the validity of an interdisciplinary interpretation of the trajectories of human capital accounting. The methodology of the study is purposively the literature review. The study has attempted to underscore the essential aspects of the critical developments in the subject matter of human capital accounting. It has also tried to draw attention to the shortcomings of earlier studies, while showing the strengths of the influential types of such previous researches. Finally, the interdisciplinary thesis of the problem of the study was upheld, as having a large measure of validity. The empirical import of the concept of human capital accounting however, remains contentions. Consequently, continuous interdisciplinary research-engagement is recommended as an outcome of the study.

This study deals with appreciating the role of both governance system and executives cognitive and attitudinal aspects in the innovation decision-making. After discussing the theoretical relationship between board independence and CEOs attitude and behavior, we are advancing an empirical model testing the correlation between the managers’ attitude and behavior towards innovation and his psychological commitment level. The CEOs commitment bias and attitude constituent were measured using questionnaire. The data analysis was performed using the Bayesian network method on 220 Tunisian executives. Empirical results confirm the theoretical prediction and shows that processing with persuasive mechanism does not have an effective role on the alignment of the manager’s attitude and behavior in key tasks such innovation decision. CEOs authentic behavior was more related to an important manager involvement in this behavior rather than to persuasive effort committed by outside directors to make him contract this action. CEOs attitude and behavior towards innovation are shown related to commitment link “manager-task” and suggests that the board of directors plays no role in the CEOs discretion management. We argue that persuasive approach is not a sufficient path in behavior and interests alignment; yet, it should be applied with the commitment approach for understanding manager decision-making.

Macroeconomic stability plays essential role on the performance of governments and attaining economic development. Therefore, governments can displace the demand curve and achieve different goals such as economic development and growth by considering financial instruments, which are available for them. Thus, the present study aims at investigating the effect of government spending on the stability of macro-economy for the time interval 1979-2011 using the Johansen-Juselius method. The results indicate that the variables of goods price index and services as well as government investment spending had positive effects and variables of exchange free rate, government consumption spending, and government tax revenues had negative effects on economic development.

Accountability is instrumental for ensuring that a trusting relationship exists between shareholders and management of corporations in order that there will be enhanced investor confidence. Towards this end, corporate governance measures are instituted to make the executives or management of business organizations accountable for their stewardships of the organizational resources or shareholders’ investments. It is against that backdrop that the Securities and Exchange Commission in Ghana has also developed a code on best practices on corporate governance. However, the extent to which the provisions in the code are consistent with the theoretical and empirical literature is unknown. This paper, therefore, sought to explore whether or not gaps exist between the corporate governance policy and practices in Ghana and extant literature. This paper achieves this by examining characteristics of the board as they exist in Ghana in relations to the literature. The characteristics examined in this paper include responsibilities, optimal size, independence, board composition, and audit and compensation committees of boards. Recommendations are made based on the literature to address gaps that exist.

The theory of constraints (TOC) is a management tool, which considers any manageable system as being limited in reaching more of its objectives by some constraints. According to TOC, there is always, at least, one single constraint, and TOC implements a concentrating process to detect the constraint and restructure the remaining of the organization around it. This paper presents an overview of different perspectives of TOC and its implementation in different industries such as project management, quality management, outsourcing, product mix, make-to-buy, accounting, banking and health care, etc. The results indicate that the method has been extensively implemented in different areas of accounting.

Earned Value Management (EVM) has been a well-known methodology used since the 1960s when the US department of defense proposed a standard method to measure project performance. This system relies on a set of often straightforward metrics to measure and evaluate the general health of a project. These metrics serve as early warning signals to timely detect project problems, or to exploit project opportunities. A key aspect of EVM is to estimate the completion cost of a project by considering both cost and schedule performance indices. However, good performance of cost and schedule performance indices does not necessarily guarantee cost effectiveness of the project regardless of the overhead costs. The reason is because, in most project-based organizations, overhead costs constitute a significant proportion of the total costs. However, EVM indices are usually calculated in the absence of the so-called overhead costs. This paper, first, seeks to remedy this problem by proposing a practical procedure of allocating overhead costs in project-based organizations. Then the traditional EVM indices are revised by consider-ing the allocated overhead costs. Finally, a case study demonstrates the applicability of the proposed method for a real-life project.

As the need for software increased, the number of software firms and the competition among them also increased. The software companies in developing countries like India can no longer survive based on cost advantage alone. The firms need to deliver competitively priced quality software products on time. This can be achieved through quantitatively managing the different phases or sub processes in software development process. But quantitative management of a process consisting of a set of interlinked sub processes or stages with the output of one sub pro-cess influencing that of subsequent stages and final output is not easy. The process performance models developed for quantitative management of software development process often model the final outcome in terms of factors from various stages together or focuses only on quantitatively managing a particular sub process independently. In manufacturing and other engineering indus-tries, the processes with multiple sub process are monitored and controlled using multistage pro-cess control methodology. This paper is an application of multistage statistical process control for managing the software development process. The suggested methodology is a combination of process performance models and control charts. The proposed methodology can be easily im-plemented for controlling various types of software projects like development projects, incre-mental development projects, testing projects etc. The methodology also provides the project manager the opportunity to tighten or relax the control at various sub processes based on the pro-ject team’s strengths and still achieve the goal on the final outcome.

In the era of technology, the demand of the software development increases at a very high speed, as software has touched the human’s life in all aspects. The better quality software development acquiring minimum development time leads to the team work in which a group of people has been formed that work together in a team for the software development. One of the most significant issues in effective and efficient teamwork is the team leader selection because the team lead-er is the person in any team that is going to handle all types of managerial activities such as leadership, motivation to others, etc. The team leader selection process may be dependent on numerous conflicting selection indexes that make it a Multi-Criteria Decision Making (MCDM) problem. In the present research, an MCDM approach namely, Euclidean Distance Based Approximation (EDBA) which is based on the calculation of the composite distance value for each alter-native from a hypothetical optimal point is presented. The result of this study provides a comprehensive ranking of team leaders that leads to the right selection of team leader in information technology (IT) sector.

Measuring the relative efficiency of similar units has been an open research for years. Data en-velopment analysis (DEA) has been widely used among researchers for efficiency measurement. DEA uses different inputs/outputs to measure the relative efficiency of one unit compared with other similar units. This paper presents a comprehensive review on recent applications of DEA techniques on measuring the relative efficiency of project management units. The study covers the implementation of DEA method for measuring the relative efficiency of enterprise resources planning, research and development and construction projects.

Personnel selection is one of the most important problems that organizations have to deal with. Competent personnel is one of the key factors for the success of organizations. Project manager selection due to special requirements is significantly important. A project manager must have the ability of managing costs, time and resources through the optimistic way. Furthermore he/she has to own general management skills and benefit from adequate information about the project context. Project managers in petroleum industry carry very important duties than other project managers. In this research, we try to develop a model in order to select a project manager for pe-troleum industry. The proposed model is based on multi criteria decision making and a statistical method named principle component analysis (PCA). The methodology considers all of the im-portant criteria and benefit from an experienced expert panel in order to extract the weights of the criteria. Also a numerical example demonstrates the function of the model and is verified by VI-KOR method.