All Stories

  1. Information acquisition and misreporting: a research note
  2. Information Acquisition and Misreporting: A Research Note
  3. The effects of reporting frequency and reporting structure on employee effort
  4. Navigating through the noise: The effect of color‐coded performance feedback on decision‐making
  5. The Effects of Span of Control and Temporal Disaggregation of Performance Reports on Discretionary Performance Evaluations
  6. The Effects of Transparency and Group Incentives on Managers’ Strategic Promotion Behavior
  7. The effects of target difficulty and relative ability on managers’ delegation decisions
  8. Promote Internally or Hire Externally? The Role of Gift Exchange and Performance Measurement Precision
  9. Finding partners in crime? How transparency about managers’ behavior affects employee collusion
  10. Replication in experimental management accounting research - an editorial
  11. A creative destruction approach to replication: Implicit work and sex morality across cultures
  12. Selective Attention as a Determinant of Escalation Bias in Subjective Performance Evaluation Judgments
  13. The effects of performance report layout on managers’ subjective evaluation judgments
  14. Disclosure Checklists and Auditors’ Judgments of Aggressive Accounting
  15. Relative performance information, rank ordering and employee performance: A research note
  16. How control system design affects performance evaluation compression: The role of information accuracy and outcome transparency
  17. How Control System Design Influences Performance Misreporting
  18. In Search of Informed Discretion: An Experimental Investigation of Fairness and Trust Reciprocity
  19. The effects of uncertainty on the roles of controllers and budgets: an exploratory study
  20. Subjective Performance Evaluation and Gender Discrimination
  21. Why Business Unit Controllers Create Budget Slack: Involvement in Management, Social Pressure, and Machiavellianism
  22. How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects
  23. Balancing the Dual Responsibilities of Business Unit Controllers: Field and Survey Evidence
  24. Top Management Team Heterogeneity, Strategic Change and Operational Performance*