Accountability Theory Meets Accountability Practice
Recent failures in the corporate sector are to a large extent a failure of accountability. Unfortunately, accountability tends to be characterised by atomistic research; confusing language; models of limited scope; poor conceptualisation of key constructs; context insensitivity; and, a lack of methodological integration. This book not only integrates but substantially adds to the extant accountability literature, providing a holistic view of accountability, showcasing a newly-generated Holistic Accountability Model (HAM). This book clarifies the purposes of accountability; identifies what triggers accountability exchanges; generates a set of well-defined responsibility and accountability constructs; and, via a grounded graphic model, links these constructs to the accountability process and to the influences that impact on this process. Several working models are proposed to help practitioners achieve a better understanding of the extent and nature of their accountability obligations, develop and implement more effective accountability policies and practices, and make better accountability decisions.
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ability accountability demands accountability episode accountability exchange Accountability Model accountability process accountability relationships accountability responses accountability systems accountee behaviour accountee’s contribution accountors and accountees actions antecedent conditions argue attributes Bergsteiner Britt Carlopio category theory causal responsibility Chapter cognitive complex concept concurrent control consequence constructs context culture Cummings & Anton decision-making depict ethical evaluation result ex ante example expectations extent external accountability feedback felt responsibility Figure focus Frink & Klimoski goals graphic models grounded theory held accountable impact interpersonal interpersonal relationship IRAM judged responsibility Lerner & Tetlock mens rea mitigating model Figure moral responsibility motivation mutual influencing negative normative responsibility one’s organization organizational organizational culture outcomes Palmon performance personal factors Porter & Lawler Practice Box prescriptions problem punishment reflection result responsibility and accountability rewards role sender role/task responsibility Schlenker 1997 self-accountability situations social Stage task transactional leadership values XXX XXX XXX