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Networks of accountability: a case study of The descent of The Shard

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNConference contribution/Paper

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Networks of accountability : a case study of The descent of The Shard. / Ford, Chris; Pfister, Jan; Otley, David.

9th Management Control Research Conference. Nyenrode, The Netherlands, 2013.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNConference contribution/Paper

Harvard

Ford, C, Pfister, J & Otley, D 2013, Networks of accountability: a case study of The descent of The Shard. in 9th Management Control Research Conference. Nyenrode, The Netherlands, 9th International Management Control Research Conference, Nyenrode, Netherlands, 4/09/13.

APA

Vancouver

Ford C, Pfister J, Otley D. Networks of accountability: a case study of The descent of The Shard. In 9th Management Control Research Conference. Nyenrode, The Netherlands. 2013

Author

Ford, Chris ; Pfister, Jan ; Otley, David. / Networks of accountability : a case study of The descent of The Shard. 9th Management Control Research Conference. Nyenrode, The Netherlands, 2013.

Bibtex

@inproceedings{8714c977547043c2b100553f85907b94,
title = "Networks of accountability: a case study of The descent of The Shard",
abstract = "Research on accountability has extended its domain beyond the technical aspects of reporting and control to incorporate broader social, ethical and operational aspects of organisational life. Empirical studies have drawn out the complexities of accountability in practice, while a stream of philosophically informed research has developed a range of perspectives on how accountability can be understood and implemented. However, to date we still know little about how accountability structures are formed within networks, and how these influence and are influenced by the development of organisational networks over time. We address these gaps in the literature through a longitudinal case study within a multi-stakeholder collaboration. The collaborative project studied is a charity fund raising event called {\textquoteleft}The Descent of The Shard{\textquoteright} in which His Royal Highness Prince Andrew, The Duke of York, led an abseil from the top of London{\textquoteright}s newest and tallest skyscraper followed by other individuals, raising over £2.5m for The Outward Bound Trust and the Royal Marines Charitable Trust. The reliance of this collaboration on voluntary operational and financial contributions from multiple partners placed an increased emphasis on control through non-contractual agreements and accountabilities, increasing the transparency of the accountable relations as they formed through discourse, influenced by significant organisational spaces. Our ability to longitudinally study these relations throughout their formation and development, rather than the cross-sectional study of stable and established patterns of behaviour, was enhanced by establishing a level of research access equivalent to that of a socially trusted insider. This combination of factors allows a rich understanding of accountability to be derived from this research, which extends theory from individual and organisational accountability to the conceptualisation of {\textquoteleft}Networks of Accountability{\textquoteright}, constructed through social and material interactions, and utilised to underpin and reinforce the performance management and control mechanisms of collaborative activity. ",
keywords = "Accountability, Networks, performance management, collaboration, space, place, temporal bracketing, critical incident analysis",
author = "Chris Ford and Jan Pfister and David Otley",
year = "2013",
month = sep
language = "English",
booktitle = "9th Management Control Research Conference",
note = " 9th International Management Control Research Conference ; Conference date: 04-09-2013 Through 06-09-2013",

}

RIS

TY - GEN

T1 - Networks of accountability

T2 - 9th International Management Control Research Conference

AU - Ford, Chris

AU - Pfister, Jan

AU - Otley, David

PY - 2013/9

Y1 - 2013/9

N2 - Research on accountability has extended its domain beyond the technical aspects of reporting and control to incorporate broader social, ethical and operational aspects of organisational life. Empirical studies have drawn out the complexities of accountability in practice, while a stream of philosophically informed research has developed a range of perspectives on how accountability can be understood and implemented. However, to date we still know little about how accountability structures are formed within networks, and how these influence and are influenced by the development of organisational networks over time. We address these gaps in the literature through a longitudinal case study within a multi-stakeholder collaboration. The collaborative project studied is a charity fund raising event called ‘The Descent of The Shard’ in which His Royal Highness Prince Andrew, The Duke of York, led an abseil from the top of London’s newest and tallest skyscraper followed by other individuals, raising over £2.5m for The Outward Bound Trust and the Royal Marines Charitable Trust. The reliance of this collaboration on voluntary operational and financial contributions from multiple partners placed an increased emphasis on control through non-contractual agreements and accountabilities, increasing the transparency of the accountable relations as they formed through discourse, influenced by significant organisational spaces. Our ability to longitudinally study these relations throughout their formation and development, rather than the cross-sectional study of stable and established patterns of behaviour, was enhanced by establishing a level of research access equivalent to that of a socially trusted insider. This combination of factors allows a rich understanding of accountability to be derived from this research, which extends theory from individual and organisational accountability to the conceptualisation of ‘Networks of Accountability’, constructed through social and material interactions, and utilised to underpin and reinforce the performance management and control mechanisms of collaborative activity.

AB - Research on accountability has extended its domain beyond the technical aspects of reporting and control to incorporate broader social, ethical and operational aspects of organisational life. Empirical studies have drawn out the complexities of accountability in practice, while a stream of philosophically informed research has developed a range of perspectives on how accountability can be understood and implemented. However, to date we still know little about how accountability structures are formed within networks, and how these influence and are influenced by the development of organisational networks over time. We address these gaps in the literature through a longitudinal case study within a multi-stakeholder collaboration. The collaborative project studied is a charity fund raising event called ‘The Descent of The Shard’ in which His Royal Highness Prince Andrew, The Duke of York, led an abseil from the top of London’s newest and tallest skyscraper followed by other individuals, raising over £2.5m for The Outward Bound Trust and the Royal Marines Charitable Trust. The reliance of this collaboration on voluntary operational and financial contributions from multiple partners placed an increased emphasis on control through non-contractual agreements and accountabilities, increasing the transparency of the accountable relations as they formed through discourse, influenced by significant organisational spaces. Our ability to longitudinally study these relations throughout their formation and development, rather than the cross-sectional study of stable and established patterns of behaviour, was enhanced by establishing a level of research access equivalent to that of a socially trusted insider. This combination of factors allows a rich understanding of accountability to be derived from this research, which extends theory from individual and organisational accountability to the conceptualisation of ‘Networks of Accountability’, constructed through social and material interactions, and utilised to underpin and reinforce the performance management and control mechanisms of collaborative activity.

KW - Accountability

KW - Networks

KW - performance management

KW - collaboration

KW - space

KW - place

KW - temporal bracketing

KW - critical incident analysis

M3 - Conference contribution/Paper

BT - 9th Management Control Research Conference

CY - Nyenrode, The Netherlands

Y2 - 4 September 2013 through 6 September 2013

ER -