| Abstract: | Positive studies of a manager's selection of accounting practices have focused on a small number of compensation, contracting and political variables to explain behaviour. These studies, by ignoring the embeddedness of managers in social relations, have unnecessarily assumed away many of the social factors that influence and constrain one's choices. This study considers the social construction of a manager's choices; in particular, the individual, institutional and societal influences on behaviour. The analysis and empirical illustration suggest that such a perspective provides a richer, more inclusive explanation of behaviour than is provided by positive approaches. |
