This study explores how the determinants of financial, nonfinancial and behavioural controls vary in foreign subsidiary manager performance evaluations. Possible impacts of the following factors are analyzed: extent of geographical dispersion, decentralization and perceived environmental...

What practice shows us is that managers' information needs a continuous updating. The management chart is a managing instrument which, together with the management accounting and the budgetary control, stands for supporting management decisions, providing them further data to complete those...

There is considerable academic interest for the interplay between strategy and management control systems (MCS). Strategic performance measurement systems (SPMS), such as Simons' levers of control and Kaplan and Norton's balanced scorecard were introduced in the normative literature as vehicles...

The purpose of this paper is to synthesize evidence about how culture affects management control systems (MCS). To accomplish this, a systematic literature review is conducted based on 57 journals in the accounting field ranked 4 – 2 in the Chartered Association of Business Schools’ Academic...

Economic theory predicts that performance evaluation gains meaning and accuracy if the performance is compared to peers, as described by Relative Performance Evaluation theory (or: RPE). RPE can be deployed as a means for standard-setting based on peer group performance, by incorporating the...

At the time of its demise in 2001, the Enron Corporation could boast of its comprehensive, state-of-the-art management control and governance systems. Yet these controls were rendered ineffective in the company's last few years. This paper identifies the radical change in Enron's corporate...

In this paper we review the conventional analyses of management control systems, to conclude, first, that the illusion of control can mislead managers into believing that everything can be controlled and monitored, and, second, that no incentive system based only on extrinsic rewards can...

Evidence for the relationship between management control (MC) practices and innovation is somewhat mixed, notably because of the typical conceptualization of innovation in the management accounting literature and the insufficient attention devoted to the type of information provided by MC...

To which extent do managers care about the design characteristics of performance indicators and other control systems? The paper examines this question with the help of the framework of enabling and coercive control. Drawing upon data from a longitudinal field study in a manufacturing...

This paper uses firms' disclosures of internal control problems prior to audits mandated by Section 404 of the Sarbanes-Oxley Act (SOX) to investigate the economic factors that expose firms to internal control failure risks and managements' incentives to discover and report internal control...