2018
DOI: 10.1016/j.mar.2018.02.003
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The effect of performance evaluation schemes on predicted transfer prices: Do leadership tone and perceived fairness concerns matter?

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Cited by 11 publications
(5 citation statements)
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“…Therefore, financial institutions should reward companies that use this system with lower loan interest rates. Perceived fairness proved to have a significant positive effect on usage intention [62,63], which indicates that the government should play the role of a supervisor. On the one hand, the government can easily find unfair loan decisions made by financial institutions through the system.…”
Section: Discussionmentioning
confidence: 94%
“…Therefore, financial institutions should reward companies that use this system with lower loan interest rates. Perceived fairness proved to have a significant positive effect on usage intention [62,63], which indicates that the government should play the role of a supervisor. On the one hand, the government can easily find unfair loan decisions made by financial institutions through the system.…”
Section: Discussionmentioning
confidence: 94%
“…The study of Chang and Ryu (2013) focuses on determining the key factors that affect a firm's optimal transfer pricing policy (the vertical structure, production technology, the demand characteristics and the competition mode). Chong et al (2018) examine two control mechanisms -leadership tone (informal control) and performance evaluation schemes (formal control) that companies can use to manage transfer pricing negotiations. Chwolka, Martini and Simons (2010) analyse the potential of one-step transfer prices based on either variable or full costs for coordinating decentralised production and quality-improving investment decisions.…”
Section: Economic Outlook At Transfer Pricingmentioning
confidence: 99%
“…Conflicts in negotiated transfer price could cause divisions to deal with external suppliers, while top management would prefer divisions to deal internally to put price pressures [3]. Furthermore, independent divisions of vertically integrated companies commonly use negotiated transfer prices to mitigate information asymmetry [4]. Conflicts between negotiators are caused by self-interest and unequal bargaining power [5].…”
Section: Introductionmentioning
confidence: 99%
“…Senior management can create a climate of the work environment to shape employee behavior. Leadership style can raise others' concerns and motivate division managers to deal with an equalprofit price [4]. In addition, compensation schemes based on division profits significantly impact negotiated transfer price judgment [1].…”
Section: Introductionmentioning
confidence: 99%