Holliston Helping Hands

This case focuses on fraud investigation in a not‐for‐profit organization, along with an examination of governance and management control practices. The student assumes the role of an accountant investigating a possible fraud. The student is first presented with sample invoices paid by the organization that are fraught with irregularities and red flags of potential fraud. Drawing on the student's knowledge of control systems and corporate governance, the student's task is to identify suspicions of possible fraudulent transactions, identify key suspects, and develop an investigative plan. The class can also discuss recommendations to improve governance and control mechanisms to avoid future occurrences of fraud. The case is presented in three parts, and closely parallels a fraud investigation as additional information is revealed in each successive part of the case. This is much like peeling the layers of an onion which is a common way to describe the evolution of a fraud investigation. This case is based on a real fraud investigation conducted by one of the authors who was engaged by the province's Ministry of Health. Students who express disbelief about issues portrayed in the case can be reassured that these faithfully represent actual events.     

Dr. PC: A Multimedia Management Control Case*

Dr. PC is a 50–80‐minute, in‐class management control case. The case asks students to develop a management control system for a small computer repair business. Informed initially by personal experiences, and then from viewing a consumer affairs video that depicts an employee repeatedly violating his firm’s code of conduct, students work together to outline key management controls. After viewing the video and discussing key management controls, students are then exposed to Simons’s levers of control framework and asked to develop a comprehensive management control system for the small business. The case was developed over three years with the help of 344 undergraduate, master’s, and executive students. Student feedback from earlier versions of the case indicates they found the case stimulating and effective at reaching its learning objectives of understanding the purpose of and how to design a management control system for a small business.     

Castries Merchandising Inc.

This two‐part case focuses on red flags of attempted earnings management for a St. Lucian company that is moving from 100 percent family‐owned to selling 50 percent of the family's shares to an equity fund. In order to increase the earnings growth rate in the three years leading up to the proposed sale to an equity fund in 2021, the earnings for the most recent three years (2016–2018) have been artificially depressed. The resulting byproduct of the earnings management is the underprovision of income taxes for the past three years, which is detected by the tax authorities in St. Lucia. The student assumes the role of a tax auditor for the tax authority in St. Lucia assigned to audit Castries Merchandising Inc. (CMI), a merchandiser of building products, hardware, and automobile parts. In Part 1 the student is provided excerpts of the financial statements of CMI with some anomalies that have been detected by a software program. In Part 2 the student is provided with further information of excerpts from the trial balance and an interview with the CFO, who is a member of the family ownership group of CMI and also a Canadian CPA registered in Ontario. Drawing on the student's knowledge of auditing, accounting principles, and financial statement analysis, the student's task is to both reassess the income taxes for the years 2016 to 2018 and contemplate how management may be manipulating the financial statements in order to benefit from the planned future sale of CMI's shares to an equity fund.     

Mountain City Transit: Management Control and Performance Measurement

Mountain City Transit (MCT) is a short in‐class case based on a real‐life city transit department, a context with which students are very familiar. The case allows three delivery options for instructors. A first option is for instructors to use the case to introduce various elements of management control—the case is rich, thereby allowing students to identify multiple issues facing the organization. As a second option, instructors can use it as a performance management case wherein students build a balanced scorecard and receive a completed strategy map to analyze. As a third delivery option, the case can be used twice during the course, both to introduce management control and to discuss performance measurement. Students will also discuss real life implementation challenges that MCT and other organizations face.     

Tourism and agricultural development in thailand

The adoption of tourism by agricultural communities may increase or decrease environmental degradation by affecting the frequency of cultivation or perceived value of soil conservation. Research undertaken in a prominent “hill tribe” village in northern Thailand indicated that tourism was only adopted by those with available cash and labor, and did not present a viable alternative to agriculture. However, households which did adopt tourism increased frequency of cultivation by hiring agricultural labor and dividing land within families to maximize use of land. Tourism has, therefore, been unavailable to the poorest small landowners who most need a new source of income, but it has generally increased frequency of cultivation among those who have adopted it.     

TOURISM CRISIS MANAGEMENT: US Response to September 11

Policymakers are faced with the predicament of if and how they should respond to an unexpected and sudden downturn in tourism demand. In the past, they have made these decisions in the absence of research into the relative effectiveness of different responses. The downturn in the United States following September 11 is a particularly vivid example of tourism crisis. This paper analyzes the effects of this crisis using a computable general equilibrium model of the US and also examines potential and actual policy responses to the crisis. Sector-specific targeted subsidies and tax reductions are found to be the most efficient means of handling the situation.     

Identifying and Managing Control System Benefits and Costs

A well‐functioning management control system is essential to ensure the organization's strategy is executed as planned. While accounting students are provided many opportunities to master the design of management control systems, students are provided fewer opportunities to practice applying management control systems. This interactive role play allows students to experience the challenges managers face when applying organizational control systems. The role play fits best at the end of the unit where instructors have reviewed management control system design and application and is best suited for undergraduate and MBA students who have little or no supervisory experience. Students rated the role play as highly effective, as 97 percent (n = 38) of the students recommend that instructors at other institutions adopt this exercise.     

The business of blacklisting

The omission of ideology from managerial discourse leaves unacknowledged the dominant influences that shape patterns of thinking and acting. The Cold War offers one such framework for analyzing the intersection of management and ideology. Specifically, the anti‐Communist blacklist in the United States offers a rich opportunity to explore the actions of business leaders and to test the assumptions on which those actions were based. Businessmen played a key role in creating and supporting the blacklist. This study suggests that enforcers of the blacklist distorted the nature of public response. The evidence suggests that businessmen were responding from an ideological rather than a pragmatic position and that, from a pragmatic perspective, they might have been well advised to ignore the blacklisters. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

Crisis management in information system projects: lessons of a case study

This case study is reflective of the action‐research perspective documents applied in an intervention to manage a crisis during an information technology development project. The aim was to better understand how tools used to solve unstructured problems might help resolve such crises. The development and implementation of an intervention utilizing multiple tools is described. As a result of the intervention, a shared meaning of the crisis emerged among the major stakeholders along with a consensus as to appropriate solutions and action steps. Work on the project resumed to the satisfaction of management. Recommendations for future research are offered. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

A comparison of the legislated employment equity program,federal contractors program,and financial post 500 firms

We investigated the impact of employment equity legislation, compliance regulations, and the absence of these requirements on the diversity practices of Canadian firms. A field survey involving CEOs and Human Resource Executives of 286 firms covered under the Legislated Employment Equity Program (LEEP), Federal Contractors Program (FCP), and Financial Post 500 (FP 500) companies was conducted. Results indicate that CEOs of LEEP firms reported a greater commitment to managing diversity. LEEP firms, and to some extent FCP firms, also had adopted more practices (e.g., policies, recruiting, training, and accountability) supportive of employment equity than FP 500 firms. It appears that employment equity remains the most effective tool for promoting equity and diversity in Canadian organizations. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.