Testing for complementarities between accounting practices

Masschelein, Stijn; Moers, Frank

doi:10.1016/j.aos.2020.101127

Cited by 21 publications

(23 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…B. Bisbe et al 2007;Burkert et al 2014;Chapman, 1997;Chenhall 2003;Gerdin und Greve, 2004Grabner und Moers 2013a;Hartmann und Moers 1999;Masschelein und Moers und 2020).…”

Section: Der Kontingenzansatz Des Management Control System Designsunclassified

Empirische Forschung zu Management Control – Ein Überblick und neue Trends

Feichter

Grabner

2020

Schmalenbachs Z betriebswirtsch Forsch

View full text Add to dashboard Cite

Zusammenfassung Unternehmen verwenden Management Control Systeme, um die Strategie zu implementieren und sicherzustellen, dass MitarbeiterInnen im Sinne des Unternehmens handeln. Diese umfassen sowohl formale Steuerungsmechanismen (z. B. Anreiz-und Monitoring-Systeme), als auch informelle Steuerungsmechanismen (z. B. MitarbeiterInnenselektion und Unternehmenskultur). In diesem Beitrag geben wir einen Überblick zum aktuellen Stand der empirischen Management Control Forschung und besprechen diese anhand dreier Literaturströmungen. Im ersten Teil beschreiben wir welche Steuerungsmechanismen zur Verfügung stehen und was die Management Control Forschung bisher dazu erarbeitet hat. Darauf aufbauend beschreiben wir im zweiten Teil den sogenannten Kontingenzansatz, in dem untersucht wird, wie der Unternehmenskontext die Anwendung und Wirkung der Steuerungsmechanismen beeinflusst. Im dritten Teil gehen wir schließlich auf Interdependenzen zwischen den Steuerungsmechanismen ein. In jedem dieser Teile wird auf bestehende Forschungslücken hingewiesen. Im letzten Teil des Beitrags wird schließlich ein Ausblick darüber gegeben, wie der Trend hin zur Wissensgesellschaft sowie zur künstlichen Intelligenz und Big Data die Management Control Forschung zukünftig prägen wird.

show abstract

“…B. Bisbe et al 2007;Burkert et al 2014;Chapman, 1997;Chenhall 2003;Gerdin und Greve, 2004Grabner und Moers 2013a;Hartmann und Moers 1999;Masschelein und Moers und 2020).…”

Section: Der Kontingenzansatz Des Management Control System Designsunclassified

Empirische Forschung zu Management Control – Ein Überblick und neue Trends

Feichter

Grabner

2020

Schmalenbachs Z betriebswirtsch Forsch

View full text Add to dashboard Cite

show abstract

“…1 1 Recent examples in the management control literature include Abernethy et al (2004, 2015), Indjejikian and Matĕjka (2012), Moers (2006), and Nagar (2002). Masschelein and Moers (2020) review the adequacy of complementarity tests in this literature and lament the lack of theory about three‐way (or higher‐order) interdependencies among multiple control practices. …”

mentioning

confidence: 99%

Authority, Monitoring, and Incentives in Hierarchies*†

Hofmann¹,

Indjejikian

2021

Contemporary Accting Res

View full text Add to dashboard Cite

We study three elements of management control: incentive compensation, performance monitoring, and delegation of authority to managers to contract with lower‐level employees. Using a principal‐agent model, we highlight important direct and indirect interactions between and among these endogenous control elements, themes often emphasized in the economics and accounting literatures using the analogy of a three‐legged stool. We identify circumstances in which control elements are complements or substitutes and exhibit a coherent pattern of practices observed together. For instance, contrary to typical predictions that quality monitoring complements steep effort incentives, we find that when contracting authority adjusts easily to changes in firm circumstances, then both incentive pay and contracting authority substitute for monitoring quality, while incentive pay complements contracting authority. Overall, our findings suggest a number of empirical implications and generally inform a growing literature that documents the presence or absence of complementarities among management control elements.

show abstract

Section: Introductionmentioning

confidence: 76%

“…We empirically test for complementarity using both the demand specification and the performance specification (Grabner & Moers, 2013;Masschelein & Moers, 2020). Exploiting the expected differences in the levels of optimality between the sample and the population (Masschelein & Moers, 2020), we indeed find evidence for our key prediction that formal channels (informal channels) and fixed wages (incentives) are complements. More specifically, the demand specification, which has significant power to detect a complementarity even at lower levels of optimality, shows a significant complementarity between formal channels (informal channels) and fixed wages (incentives), irrespective of the level of optimality assumed in the observations.…”

Section: Introductionmentioning

confidence: 76%

“…Second, the sampling methodology used for the WERS sample, and the provided information on sampling weights provides us with the opportunity to test for complementarity at both the sample level and the population level. This is important because Masschelein and Moers (2020) show that there is a predictable pattern in the power of different types of specifications to detect a complementarity as the level of optimality changes, and it is reasonable to expect that the population consists of "more off-equilibrium observations" (lower level of optimality). We can thus design very specific empirical tests to draw inferences about the existence of a complementarity.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Employee selection

Baruah

View full text Add to dashboard Cite

People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website.• The final author version and the galley proof are versions of the publication after peer review.• The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.• Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal.If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the "Taverne" license above, please follow below link for the End User Agreement:

show abstract

Testing for complementarities between accounting practices

Cited by 21 publications

References 35 publications

Empirische Forschung zu Management Control – Ein Überblick und neue Trends

Empirische Forschung zu Management Control – Ein Überblick und neue Trends

Authority, Monitoring, and Incentives in Hierarchies*†

Employee selection

Contact Info

Product

Resources

About