David Smith

Professor David Smith

Dean, School of Accounting, Information Systems and Supply Chain

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Contact details

COBL | School of Accounting, Information Systems and Supply Chain

Email: david.smith5@rmit.edu.au

Campus: Melbourne City 

More information

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Contact details

COBL | School of Accounting, Information Systems and Supply Chain

Email: david.smith5@rmit.edu.au

Campus: Melbourne City 

More information

- Google Scholar

David Smith is Dean of the School of Accounting, Information Systems, and Supply Chain at RMIT University. He has previously held professorial appointments at the University of Queensland and Monash University.

Overview

David has published in leading journals including Accounting, Organizations and Society, Management Accounting Research, Accounting, Auditing and Accountability Journal, Behavioral Research in Accounting, and Journal of Accounting Literature.

He is an Editor at Behavioral Research in Accounting. He also serves as a member of a number of editorial boards, including the following ABDC A*-ranked journals: Accounting, Organizations and Society, Contemporary Accounting Research, and Management Accounting Research. David is a former member of the board of directors of the Accounting and Finance Association of Australia and New Zealand (AFAANZ) and was a former chair of the Chartered Institute of Management Accountants (CIMA) Centre of Excellence Australasia panel. 

Web

Research

David's research focus is in the area of management control systems, particularly in the area of performance measurement. Over the last 10-15 years, he has had a particular focus on the use of performance measurement and impact assessment in development and welfare NGOs.

Research keywords

Performance Measurement, Management Control Systems, Management Accounting

Research output summary

29

Publications

5

Grants

Web

Feature publications

Moments of resistance: An internally persuasive view of performance and impact reports in non-governmental organizations

Accounting, Organizations and Society, 85, 1 - 21

O'Leary, S.,Smith, D. (2020)

The expressive role of performance measurement systems: A field study of a mental health development project

Accounting, Organizations and Society, 63, 60 - 75

Chenhall, R.,Hall, M.,Smith, D. (2017)

Performance Measurement, Modes of Evaluation and the Development of Compromising Accounts

Accounting, Organizations and Society, 38(4), 268-287

Chenhall, R., Hall, M., and D. Smith. (2013)

Key publications by year

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  • O’Leary, S. and D. Smith. (2020). Moments of Resistance: An Internally Persuasive View of Performance and Impact Reports in Non-Governmental Organizations. Accounting, Organizations and Society, 85, 101140. 

  • Taylor, D., King, R., and D. Smith. (2019). Management Controls, Heterarchy and Innovation: A Case Study of a Start-Up Company. Accounting, Auditing and Accountability Journal, 32(6), 1636-1661.

  • Chenhall, R., Hall, M., and D. Smith. (2017). The Expressive Role of Performance Measurement Systems: A Field Study of a Mental Health Development Project. Accounting, Organizations and Society, 63, 60-75.
  • 4. Bialecki, M., O’Leary, S., and D. Smith. (2017). Judgement Devices and the Evaluation of Singularities: The Use of Performance Ratings and Narrative Information to Guide Film Viewer Choice. Management Accounting Research, 35, 56-65.

  • Chenhall, R., Hall, M., and D. Smith. (2016). Managing Identity Conflicts in Organizations: A Case Study of One Welfare Nonprofit Organization. Nonprofit and Voluntary Sector Quarterly, 45(4), 669-687.

  • Chenhall, R., Hall, M., and D. Smith. (2013). Performance Measurement, Modes of Evaluation and the Development of Compromising Accounts. Accounting, Organizations and Society, 38(4), 268-287.

  • Smith, D. and K. Jacobs. (2011). “Breaking up the Sky”: The Characterization of Accounting and Accountants in Popular Music. Accounting, Auditing, and Accountability Journal, 24(7), 904-931.
  • Chenhall, R. and D. Smith. (2011). A Review of Australian Management Accounting Research: 1980-2009. Accounting and Finance, 51(1), 173-206.

  • Chenhall, R., Hall, M. and D. Smith (2010). Social Capital and Management Control Systems: A Study of a Non-Government Organization. Accounting, Organizations and Society, 35(8), 737-756.

  • Hall, M. and D. Smith. (2009). Mentoring and Turnover Intentions in Public Accounting Firms: A Research Note. Accounting, Organizations and Society, 34(6-7), 695-704.

  • Smith, D. and M. Hall. (2008). An Empirical Examination of a Three-Component Model of Professional Commitment among Public Accountants. Behavioral Research in Accounting, 20, 75-92.
Web

Grants

  • Smith, D. and M. Dyball. “Using MCS to Balance Accuracy, Immediacy and Innovation”. CIMA Research Grant, 2015-6, $A12,750.
  • Smith, D., O’Leary, S., and K. Langfield-Smith. “Impact Assessment in Non-Governmental Development Organisations”, CIMA Research Grant, 2014-6, $A69,000 (approx.).
  • Langfield-Smith, K.M., and D. Smith. “Ensuring Australia’s Competitiveness by Implementing Targeted Performance Measurement Systems across the Extended Supply Chain”, ARC Discovery Project 2011-16, $330,000.
  • Chenhall, R.H., Hall, M., and D. Smith. “The Role of Management Control Systems in Non-Governmental Development Organisations”, CIMA Research Grant, 2008-9, $A56,000 (approx.).
  • Hall, M. and D. Smith. “An Examination of the Effect of Mentoring Relationships on Accountants’ Professional Commitment and Job Related Outcomes”, CPA Australia Research Grant, 2004, $5,000.
Web
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Acknowledgement of Country

RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nation on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business - Artwork 'Sentient' by Hollie Johnson, Gunaikurnai and Monero Ngarigo.

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aboriginal flag
torres strait flag

Acknowledgement of Country

RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nation on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.

More information