Managers often encourage employee effort by incentivizing employees to achieve performance targets. For some work tasks, such as those that involve quality standards or creativity, greater effort does not, or is not perceived as, resulting in increased employee performance outcomes. This paper...

Managers often implement behavioral controls to prevent free riding, especially in group settings where individual effort is difficult to measure. We argue that to the extent these controls signal a norm of self-interest in the workplace, they are likely to result in lower trust and employee...

Technological advancements have greatly improved the ability of management information systems to gather, compile, and provide relative performance information (RPI). Many of these systems are capable of providing feedback on demand, either at the discretion of managers or employees. We use an...

Chief executive officer (CEO) narcissism is an important area of research due to the strategic implications of how this multifaceted personality trait affects CEO behavior. This article presents a combined meta-analytic and narrative review of CEO narcissism and makes future research...

Non-GAAP earnings provide managers the flexibility to exclude GAAP items to either produce a more informative performance measure or provide them the ability to opportunistically exclude recurring expenses from non-GAAP earnings. Prior literature examines the use of this form of disclosure at...

While the construct of Narcissism has existed for well over a hundred years, it has become the most discussed personality disorder of recent times and has the potential to influence organizational culture and control systems. Although systematic research on narcissism has been conducted at the...