Combining creativity and control: Understanding individual motivation in large-scale collaborative creativity

Recent research has shown that management control systems (MCS) can improve performance in contexts characterized by high levels of task uncertainty. This seems to conflict with a second stream of research, which argues that MCSs risk undermining the intrinsic motivation needed for effective performance in such settings. To solve this puzzle, we build on theories of perceived locus of causality and self-construal and develop an integrative model summarized in 15 propositions. To explicate our proposed solution and to show its robustness, we focus on the class of activities we call large-scale collaborative creativity (LSCC) - contexts where individuals face a dual challenge of demonstrating creativity and embracing the formal controls that coordinate their creative activities with others’. We argue that LSCC requires the simultaneous activation of intrinsic and identified forms of motivation, and simultaneously independent and interdependent self-construals. Against some scholarship that argues or assumes that such simultaneous combinations are infeasible, we argue that they can be fostered through appropriate attraction-selection-attrition policies and management control systems design. We also show how our propositions can enrich our understanding of motivation in other settings, where creativity and/or coordination demands are less pressing.     

A note on bundling budgets to achieve management control

By its very nature, management control research can be complex and difficult to understand, and hence challenging to introduce into the classroom. Nevertheless, it is important for accounting instruction to retain a connection between teaching and research. This note provides guidance on how recent findings in the theory of management control can be introduced into the classroom. The general approach is to present findings in the academic literature using a combination of numerical examples and classroom experiments. We use this two-pronged approach to illustrate that the bundling of budget proposals mitigates management they in a setting where control issues arise because subordinates are privately informed and self-interested. In our experience this approach stimulates student interest and increases the likelihood of successful implementation in undergraduate and graduate classes.     

The use of management control systems to manage CSR strategy: A levers of control perspective

Little is known about the role of management control systems (MCS) in managing the strategic processes that underpin Corporate Social Responsibility (CSR). To enhance our understanding of this phenomenon, this study employs Simons’ (1995) levers of control framework to explore how organizations leverage MCS in different ways in order to drive strategic renewal and trigger organizational change while simultaneously supporting society's broader sustainability agenda. Drawing on data gathered from France's largest listed companies – members of the CAC 40 – we provide insights into the structures and processes that companies employ to design, implement and monitor their CSR strategy. In doing so, we provide evidence of the way that organizations seek to attain their CSR objectives, and of the relationship between the management of CSR and other business processes. Of particular interest is the role of the levers of control in enabling managers to identify and manage threats and opportunities associated with CSR strategy, thus forming risk management processes that support organizations in their attainment of strategic objectives. Furthermore, the study provides evidence suggesting the use of MCS has the potential to contribute to society's broader sustainability agenda through processes that enable innovation, communication, reporting, and the identification of threats and opportunities.     

Vertical,horizontal, and self control in academia: Survey evidence on their diverging effects on perceived researcher autonomy and identity

Foucault-oriented research has since long argued that the proliferation of performance measurement systems (PMSs) within academia threatens perceived researcher autonomy and identity through normalization and stigmatization of deviants. The theoretical model developed in this study nuances these claims by suggesting that effects of PMSs will differ depending on whether they are enacted as important for superiors (vertical control), colleagues (horizontal control), the researchers themselves (self control), and how they are constructed by these very systems. Overall, the structural equation modelling analyses conducted on questionnaire data from some 700 Swedish researchers strongly confirm the model developed. Specifically, they show that PMSs enacted as a vertical form of control indeed threatens perceived autonomy and identity, and that horizontal control in the form of publish and peer pressure among colleagues works as a mediating mechanism which strengthens these effects. However, our analyses also show that when PMSs are enacted as important means of self control, this in fact increases perceptions of autonomy and reduces feelings of identity threat. We also find that the extent to which these systems construct researchers as high-performing is an important antecedent explaining how come they can be enacted in so different ways, and the effects thereof.     

Auditee Perceptions of External Evaluations of the Use of Resources by Local Authorities

The research reported in this paper takes up Michael Power's challenge that accounting researchers should pay more attention to the perceptions of auditees and how they respond to audit regimes. The setting of the study is the intense performance assessment regime imposed on local authorities in England from 2002 to 2009, one part of which – the Use of Resources (UoR) assessment – rated the financial management capability and performance of each English local authority. The perceptions of senior local authority finance officers within the Yorkshire and the Humber region are reported, using a written questionnaire and an interview to explore the reasoning behind the chosen responses. The results are more nuanced than suggested by either the official rhetoric justifying the UoR system or by those critics who view such systems as dysfunctional. Respondents portray themselves as intelligent actors, not as passive recipients. Most learned to use the UoR process to drive performance improvement, though there is some ambiguity as to whether the improvements were genuine or solely a product of the scoring system. Though adding to workload, UoR was regarded as one of the external pressures to be managed and its requirements largely represented professional views of best practice. Three of the types of control that characterise ‘regulation inside government’ (Hood et al., 1999) – oversight, competition and contrived randomness – are seen through the perceptions of the auditees. There is some evidence of the fourth style, mutuality – working through professional networks to help local authorities improve their actual and reported performance.     

The control dynamics of outsourcing involving an early-stage firm

Firms in the early stage of their organisational lifecycle experience challenges that shape the adoption of management controls. They are also recognised for their use of outsourcing. However, the accounting research has provided limited insight on how these control challenges and inter-organisational control concerns interact to influence the adoption of specific controls within an outsourcing relationship involving an early-stage firm. Exploration of this gap provides a key motivation for this paper. Contrary to existing management control and organisational science literature, we find a strong preference for new or enhanced action controls. Conversely, we find low levels of interest in result controls by managers within the buyer but not the supplier firm. These preferences influence inter-organisational control adoption within the frame of an incomplete outsourcing contract that emphasises flexibility in terms of relationship exit. Within the limits of a case study methodology, we argue that adoption of inter-organisational controls is shaped by tensions between the control challenges of early-stage firms, the control preferences of managers within these firms and inter-organisational control concerns. These findings have theoretical implications, expanding the Davila et al. [2009. Reasons for management control systems adoption: insights from product development systems choice by early-stage entrepreneurial companies. Accounting, Organizations and Society, 34 (3–4), 322–347] framework and the Merchant [1985. Control in Business Organizations. Boston, MA: Pitman] control typology into an ESF inter-organisational control context.     

Mapping methodological frontiers in cross-national management control research

Cross-national studies of management control systems and internal accounting practices are suggestive of the existence of distinct national differences. These studies are, however, methodologically partial, drawing upon contingency theory rationales and culture based arguments in examining international management control variety. The purpose of this essay is to review these perspectives critically and to consider other modes of analysis used by researchers investigating diversity in the structuring of organisational arrangements and forms of management practices across different contexts. Specifically, the essay discusses the societal effects approach, new institutionalism and “new” historical analyses. The paper also provides a tabular representation which classifies and positions the alternative perspectives in comparative management control research discussed in the paper along different conceptual dimensions. ©     

A characterisation of the methodology of qualitative research on the nature of perceived risk: trends and omissions

The issue of how risk is ‘perceived’ is one of significant research interest and immense practical importance. In spite of this wide interest, however, it is probably fair to say that most emerging ‘risk’ crises – whether related to natural or technological phenomena – come as a surprise to researchers and to society as a whole. Prediction of human responses to novel potential hazards (or novel manifestations of old hazards) is neither reliable nor complete; strategies to ameliorate inappropriate concerns when they arise (or to make realistic inappropriate absences of concern) do not appear totally effective. It therefore seems apt to ask the question: just what have we learned about ‘risk perception’? In this paper we conduct a structured review of qualitative research on perceived risk – to be followed by a subsequent analysis of quantitative research in a later paper – focusing upon methodological issues. Qualitative research often precedes quantitative research, and ideally informs it; it seeks depth and meaning from few subjects rather than identifying patterns within larger samples and populations. Without adequate qualitative research, quantitative research risks misanalysis of the target phenomenon, at the very least by the omission of relevant factors and inclusion of irrelevant ones. Our analysis here – of qualitative studies conducted across a range of disciplines, not all of which will be familiar to the readers of this journal – suggests that this research suffers from an incomplete coverage of the ‘risk perception universe’, typified by a focus on atypical hazards and study samples. We summarise the results of this research, while pointing out its limitations, and draw conclusions about future priorities for research of this type.     

Bridging the paradigm divide in management accounting research: The role of mixed methods approaches

This paper discusses the role of mixed methods research in management accounting and how it may help researchers bridge the divide between the economics-based, functionalist ‘mainstream’ and the ‘alternative’ paradigm informed by interpretive and critical perspectives. Whilst noting the considerable barriers to dialogue across these paradigms, I outline how mixed methods research can be mobilized as part of a strategy of meta-triangulation to engender inter-paradigmatic engagement.     

Reverse logistics in the UK retail sector: A case study of the role of management accounting in driving organisational change

This paper illustrates how interventionist research can be helpful in providing managerially relevant solutions and furthers the debate about the relationship between social science research and practice. Through this use of interventionist methods, the paper contributes to knowledge by illustrating the way in which management accounting was used alongside other managerial disciplines in a UK retail organisation to promote change and influence outcomes. Specifically, the paper focuses on changes to the reverse logistics processes of the organisation and the important role that management accounting played. It also illustrates the use of management accounting in the pursuit of strategic and commercial advantage. As researchers, our work was grounded in action rather than being just observers.     

A rule-based fuzzy reasoning system for assessing the risk of management fraud

Detecting management fraud and assessing the risk of management fraud are significant issues confronting the auditing profession. Considerable theoretical and empirical research (Loebbecke, Eining, and Willingham, 1989; Bell, Szykowny, and Willingham, 1993; Fanning, Cogger, and Srivastava, 1995; and Hansen, McDonald, Messier, and Bell, 1996) has been accomplished investigating these issues. Building on this research, we demonstrate the construction of a rule-based fuzzy reasoning system to assess the risk of management fraud. The paper illustrates how fuzzy sets can be used intuitively to measure red flags on a categorical or interval scale, how different red flags can be combined using fuzzy rules, and how a single measure of the risk of management fraud can be derived. The knowledge base for this fuzzy reasoning system is developed by using the causal model of management fraud developed by Loebbecke, Eining and Willingham (1989), the empirical investigation of this model by Bell, Szykowny, and Willingham (1993), other researchers’ efforts and the authors’ judgments, using XpertRule software. The fuzzy reasoning system is tested using the fraud data provided by KPMG Peat Marwick. We discuss methods to magnify the knowledge base of this fuzzy reasoning system to make it a viable auditing tool, the costs and benefits of building a fuzzy reasoning system, and further extensions of this research. Copyright © 1998 John Wiley & Sons, Ltd.     

Transdisciplinary collaboration in environmental research

One aim of transdisciplinary research is to get natural and social scientists to collaborate, so as to achieve an integrated view of a subject that goes beyond the viewpoints offered by any particular discipline. The question of how transdisciplinary approaches can be practised remains a challenge, however, if the quantitative and the qualitative sciences are both to be included. To explore this question, a series of qualitative interviews was conducted with researchers involved in two recent Swiss and Swedish research programmes. In both these programmes natural and social scientists had to collaborate in problem-driven environmental research. Three findings from these interviews are discussed in this paper: (a) that the researchers have more reasons to offer for non-collaboration than for collaboration, and that most of the thinking about transdisciplinary collaboration takes place at the level of programme management, (b) that the researchers should be classified as Detached Specialists or Engaged Problem Solvers rather than as natural and social scientists, and (c) that if collaboration evolves in a problem-driven research environment it tends to take the form of division of labour. The conclusion this paper draws for problem-driven research is that, paradoxically, the pressure to produce usable results should be reduced if collaboration is to emerge.     

关系交易、内部控制质量与公允价值的选用——基于投资性房地产视角的实证研究

以2009-2016年沪深 A 股上市房地产公司为研究样本,基于资产专用性基本理论,实证检验供应商/客户关系型交易是否以及如何影响投资性房地产公允价值的选择使用,并考察内部控制在其中的调节作用.研究发现:随着关系型交易比例的增加,公司对投资性房地产使用公允价值后续计量的动机增强,但是这种动机在内控质量高的公司会受到一定程度的抑制.同时,供应商/客户关系型交易对企业会计政策选择行为具有重要影响,而健全有效的内部控制具有对企业会计选择行为的利弊制衡与风险管控作用.     

How multi-sourcing can influence management control: Case study evidence from the electronic products supply chain

This study investigates how multi-sourcing can influence the use of management controls in the presence of varying buyer-supplier power dependencies. Multi-sourcing is an interorganizational design choice that can help buyers collect valuable information to facilitate cost and performance comparisons across multiple sources of supply. We leverage prior research to develop a conceptual framework that highlights how multi-sourcing can enable buyers to use cost management and performance management controls differently depending on the nature of buyer-supplier power dependencies. We then use case studies of three electronic product manufacturers to illustrate the framework, yielding empirically testable propositions regarding when multi-sourcing may enable cost management controls, performance management controls, and both types of control. The evidence demonstrates the importance of simultaneously considering multiple interorganizational design choices when studying management controls in supply chains. We also highlight how multi-sourcing may help supply chains promote non-financial goals, including those related to environmental and social activities.     

A simple template for pitching research

In this article, I propose a simple new research tool – a template designed for pitching research. The two‐page pitching template begins with four ‘preliminaries’: working title, research question, key papers and motivation. Following this is the core of the template based on a ‘3‐2‐1 countdown’, namely THREE elements – idea, data and tools; TWO questions – What's new? and So what?; and ONE bottom line – contribution. The template ends with ‘other’ considerations. Finance and accounting examples are given to illustrate application of the template.     

Responsibility cost control system in China: a case of management accounting application

This paper introduces the responsibility cost control system installed at Han Dan Iron and Steel Company in the People’s Republic of China. The Company has adopted a series of management accounting techniques or procedures in its cost control system, including target costing, responsibility accounting, standard costing, flexible budgeting, internal transfer pricing, behavior motivation, performance evaluation, variance analysis, and so on. In particular, the system has integrated responsibility accounting and cost control by introducing market mechanisms to substantially reduce production costs and raise profitability. The successful experiment reveals that the responsibility cost control system is an effective tool for cost control under the changing Chinese business environment. The Han Dan experience demonstrates that management accounting can play a positive role in improving business management and profitability in China or other developing countries. In addition, this study casts light on effective diffusion of management accounting practices under different social and economic systems.     

An exploration of stewardship theory in a Not-for-Profit organisation

The aim of this study is to understand the ability of stewardship theory, as compared with agency theory, to explain motivation of the staff in a Not-for-Profit (NFP) organisation. Agency theory is seen as providing an explanation of motivation in the business sector however we argue that the different cultural and organisational conditions weaken the explanatory power of agency theory in the NFP sector. In pursuing this investigation, we were mindful of Brinberg's (2009) encouragement for a more outward-looking approach to management accounting issues and in particular his call for the use qualitative research methods and to allow practice to inform theory.Interviews were conducted with staff of a NFP organisation to gauge the impact of the introduction of a bonus scheme. The interviews sought to provide answers to three questions: what is the main source of motivation in the organisation? Were tensions created in the organisation by the introduction of the bonus scheme? Was there a change in the culture of the organisation, comprising camaraderie between staff, having fun at work, trust between management and staff, and an attitude of service to clients?Practical implicationsThis finding has important implications for the management of NFPs. To maintain and improve motivation, management needs to look to the goals, or mission, of the organisation – in particular, to see that the goals include care of and service to clients.Originality/valueThe originality and value of this paper stems from the fact that the data was gather in a NFP organisation that had introduced an extrinsic reward scheme.     

The reflective futures practitioner: Balancing salience,credibility and legitimacy in generating foresight knowledge with stakeholders

This paper explores how foresight researchers involved in environmental, nature and planning issues attempt to balance salience, credibility and legitimacy while generating knowledge in interaction with policy-makers and other social actors. Engaging stakeholders in foresight processes can increase the robustness of foresight knowledge, broaden the spectrum of issues addressed, and create ‘ownership’ of the process. While in foresight practices stakeholder participation becomes more and more popular to resort to as enabling factor for generating salient, legitimate and credible foresight knowledge, participation can also compromise these qualities. We analysed two foresight projects conducted at the PBL Netherlands Environmental Assessment Agency, one that developed future visions for Dutch nature policy and another that focused on future pathways for Dutch urban sustainable development policy. We illustrate that the dynamics of the research setting – changes in the socio-political context and the internal dynamics of the participatory efforts – complicated the balancing process. We conclude that one of the main challenges for futures practitioners is, therefore, to work within the dynamics of the research setting, and to position themselves strategically in this setting; by acting as ‘reflective futures practitioners’.     

The financial close process: Implications for future research

This study advances our understanding of the current financial close process. Attention to the topic is warranted for four reasons. First, economic volatility and growth in restatements have increased pressure on companies to report performance timely, completely, and accurately to market participants. Second, recent regulations have increased the workload for accountants at period end thus negatively impacting the efficiency of the close process. Third, several SEC filings have contained control weaknesses related to the financial close process. Finally, academic research suggests that the time needed to complete the financial close process may serve as a proxy for a company's internal information environment quality. We draw upon prior research and conduct a field investigation with corporate financial officers from 22 different organizations to examine the role of four factors – need to meet expectations, collaboration among multiple participants, estimation process, and ability to incorporate new regulations – in the financial close process. Results suggest that researchers should examine further how the need to meet (or beat) expectations impacts management's actions and the effectiveness and efficiency of the financial close process. Future work could also explore how hidden profile task research and technology advances may improve the financial close process. Finally, research needs to examine how ex post estimate analysis may improve not only estimate quality but also the effectiveness and efficiency of the financial close process.