<p>The purpose of this study is, on the basis of institutional theory, to contribute with more</p><p>understanding about resistance to management accounting change and also to survey reasons</p><p>for the resistance and how to cope with the resistance.</p><p>The study is a qualitative case study and semi-structured interviews have been used to</p><p>complement the study’s theoretical area, consisting of scientific articles.</p><p>The conclusion from the study is that resistance to management accounting change can be</p><p>understood and explained by the institutions of each organisation and its underlying structures. A</p><p>further conclusion is, with the structures in mind there are many reasons for resistance and also</p><p>many ways to cope with the resistance. A model has been produced in purpose to create</p><p>understanding and to survey the resistance to management accounting change.</p>

The purpose of this study is, on the basis of institutional theory, to contribute with more understanding about resistance to management accounting change and also to survey reasons for the resistance and how to cope with the resistance. The study is a qualitative case study and semi-structured interviews have been used to complement the study’s theoretical area, consisting of scientific articles. The conclusion from the study is that resistance to management accounting change can be understood and explained by the institutions of each organisation and its underlying structures. A further conclusion is, with the structures in mind there are many reasons for resistance and also many ways to cope with the resistance. A model has been produced in purpose to create understanding and to survey the resistance to management accounting change.