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Management Control (management + control)
Terms modified by Management Control Selected AbstractsManagement Control and Inter-Organisational RelationshipsAUSTRALIAN ACCOUNTING REVIEW, Issue 2 2009Kim Langfield-Smith Forum Editor No abstract is available for this article. [source] On Strategy and Management Control: The Importance of Classifying the Strategy of the BusinessBRITISH JOURNAL OF MANAGEMENT, Issue 3 2000Magnus Kald The point of departure for this paper is a number of contingency-theory studies on the relationship between business strategy and the design and use of management control. In these studies strategy has been operationalized in different ways , a major reason why the findings are ambiguous and difficult to integrate. Thus there is a strong need for a common frame of reference for classifying business strategy. In view of the multifaceted nature of the concept of strategy, however, it is neither desirable nor possible to arrive at a single method of classification that would be appropriate in all situations. Rather, the task is to integrate different strategic variables such as strategic pattern, strategic position and strategic mission. In this paper we show how these three variables may be assumed to influence, and be influenced by, what characterizes changes in strategy and how business units manage their product offerings. Unlike most previous studies in the field, this paper discusses how the strategic variables taken together may be assumed to influence the classification of strategy and thus the design and use of the management-control system. Our deductive analysis, and the hypotheses used in connection with it, show that studies which consider only one strategic variable may lead to erroneous conclusions about the relationship between strategy and management control. [source] Financing Constraints, Ownership Control, and Cross-Border M&As: Evidence from Nine East Asian EconomiesCORPORATE GOVERNANCE, Issue 6 2009Yenn-Ru Chen ABSTRACT Manuscript Type: Empirical Research Question/Issue: This study distinguishes between the effects of financial constraint determinants on cross-border mergers and acquisitions (M&As) and domestic M&As for all takeover bids announced in nine East Asian economies from 1998 to 2005. Research Findings/Insights: The results of logistic regressions verify that the extent of stock market and governance developments improves corporate financing conditions and subsequently encourages cross-border M&As in East Asia. The results also indicate that, except for ownership control variables, the firm-specific factors of financing constraints reduce the occurrence of cross-border M&As relative to domestic M&As. Although family- and state-controlled firms have better access to external financing, they are reluctant to risk diluting their management control and thus prefer domestic M&As to cross-border deals. Theoretical/Academic Implications: This study enhances the empirical studies of the relation between financing constraints and corporate investments based on the market imperfection hypothesis of corporate finance theories. In addition, this study also addresses the interaction between the market imperfection hypothesis and agency theory in explaining the effects of special ownership control on cross-border M&As relative to domestic deals. Furthermore, by examining the research questions across nine East Asian economies, this study provides an understanding of how such a relation applies to firms in countries where information asymmetry is high. Practitioner/Policy Implications: The findings indicate the importance of corporate governance and verify the effects of unique organizational structures on major corporate decisions. Specifically, family-controlled firms are often free of the financing constraints inherent in investment decisions. Thus, it is necessary to consider such organizational uniqueness when explaining the financing behavior of cross-border M&As conducted by Asian firms. [source] RECENT AND FUTURE MANAGEMENT CHANGES IN LOCAL GOVERNMENT: CONTINUING FOCUS ON RATIONALITY AND EFFICIENCY?FINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2008Henk J. Ter Bogt Dutch municipalities and provinces have recently introduced many changes relating to management control. This paper explores the role of economic and social rationality in the introduction of reforms, and the nature of possible future reforms. Based on interviews with politicians and professional managers and on documents, the paper examines experiences with recent management changes. In addition, it discusses ,change initiating factors'. Budget cuts and trends seem to be such change initiating factors. However, particularly more demanding citizens, increases in voters' volatility and politicians' uncertainty seemed to initiate changes. The paper speculates that in the near future, too, it could be a rational survival strategy for politicians and managers to focus on initiatives that are intended to enhance performance and efficiency. [source] Strategy and management control systems: A study of the design and use of management control systems following takeoverACCOUNTING & FINANCE, Issue 1 2002Fredrik Nilsson This paper describes and analyses the approach taken by four well-known Swedish companies to management control following takeover. The findings suggest two factors which can explain how the management control systems were designed and used after an acquisition: the corporate strategy of the acquirer and the business strategy of the acquired company. The case studies show how these forces could impose mutually inconsistent requirements on the management control system of the acquired firm, and also how these inconsistencies were resolved. [source] Disorganized, Unilateral, and Participative Organizations: New Insights from the Ethnographic LiteratureINDUSTRIAL RELATIONS, Issue 2 2001Randy HodsonArticle first published online: 17 DEC 200 Disorganized workplaces are often overlooked in contemporary models of the workplace. Contemporary accounts more typically analyze organizations in terms of tight management control or in terms of participative workplace models. This article examines 109 organizational ethnographies describing a wide range of workplaces, including many poorly run and disorganized ("anomic") workplaces. Such workplaces evidence high levels of worker resistance. In contrast, participative workplaces evidence high levels of citizenship behaviors. Unilateral or "top-down" organizations are expected to encourage accommodation behaviors, but this hypothesis is not supported. Instead, both accommodation and resistance are highest in disorganized workplaces. The continuing importance of disorganized workplaces,workplaces that provoke strong worker resistance,represents an unmet challenge to organizational theory and practice. [source] Auditor,client Interaction and Client Usefulness , A Swedish Case StudyINTERNATIONAL JOURNAL OF AUDITING, Issue 2 2006Niclas Hellman This paper investigates the usefulness of the external audit to a listed client company. The research questions focus on what the auditors discovered, the subsequent auditor,client interaction, and the ways in which this was useful to the client company. The study proceeds from the management letters produced by the auditors in the period 1999,2001. On the basis of these reports, interviews were conducted with financial managers at different organisational levels. The data collection and analysis of the data follows a grounded theory approach. The results suggest that the usefulness of the audit to the client company was primarily linked to the way the management letters, and the auditor,client interaction related to the management letters, supported the client's management control system. Improved management control was achieved as a result of co-operation between the audit firm and the client company's central accounting and finance department, that put pressure on the subordinate units. The reported benefits for the client company must be weighed against potential threats to auditor independence, and the paper also includes empirical results that indicate risks of auditor dependency on the client's accounting and finance department. [source] A proactive management algorithm for self-healing mobile ad hoc networksINTERNATIONAL JOURNAL OF NETWORK MANAGEMENT, Issue 3 2008Adel F. Iskander The ability to proactively manage mobile ad hoc networks (MANETs) is critical for supporting complex services such as quality of service, security and access control in these networks. This paper focuses on the problem of managing highly dynamic and resource-constrained MANET environments through the proposal of a novel proactive management algorithm (PMA) for self-healing MANETs. PMA is based on an effective integration of autonomous, predictive and adaptive distributed management strategies. Proactive management is achieved through the distributed analysis of the current performance of the mobile nodes utilizing an optimistic discrete event simulation method, which is used to predict the mobile nodes' future status, and execution a proactive fault-tolerant management scheme. PMA takes advantage of distributed parallel processing, flexibility and intelligence of active packets to minimize the management overhead, while adapting to the highly dynamic and resource-constrained nature of MANETs. The performance of the proposed architecture is validated through analytical performance analysis and comparative simulation with the Active Virtual Network Management Protocol. The simulation results demonstrate that PMA not only significantly reduces management control overhead, but also improves both the performance and the stability of MANETs. Copyright © 2007 John Wiley & Sons, Ltd. [source] Tapping Deep Pockets: The Role of Resources and Social Capital on Financial Capital Acquisition by Biotechnology Firms in Biotech,Pharma AlliancesJOURNAL OF MANAGEMENT STUDIES, Issue 8 2008Shanthi Gopalakrishnan abstract Strategic alliances with pharmaceutical firms allow small biotechnology firms to acquire needed financial capital in exchange for sharing new, cutting-edge technologies. This study draws from aspects of resource-based view and social capital theory to examine the factors that influence the extent of financial capital biotech firms acquire when forming an alliance with pharmaceutical firms. Using a sample of 184 alliances from the period 1995,2000, we found that alliances where the pharmaceutical firm has greater management control are associated with greater acquisition of financial capital by the biotech firm. We also found that the credibility of the pharmaceutical firm is positively associated with the extent of financial capital acquired by the biotechnology firm and that the number of patents that the biotech firm has is negatively associated to the financial capital the biotech firm receives. We discuss the implications of our findings for theory, research, and management practice. [source] Performance measures in tax administration: Chile as a case studyPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2005Pablo Serra Abstract The article proposes a set of tax administration performance measures and contrasts them with measures actually used by the Chilean tax administration agency. The goals assumed for the tax administration agency (TA) are to maximize tax revenue collection and provide quality services to taxpayers. Ideal performance measures (PMs) would measure the deviation of actual outcome from a best-practice standard, given the value of all variables affecting organisation performance that are outside management control. The key challenge is to build and calculate these best-practice outcomes. In Chile the PM in use, for the first goal, is the ratio of actual to potential tax revenue collection. This PM does adjust revenue collection for variations in the tax structure and rate, but it fails to control other variables that affect performance such as the TA budget and per capita income. The PM in use, for the second goal, is taxpayer satisfaction measured through sample surveys. This seems the appropriate PM, as quality of taxpayer services depends directly on the TA efforts to improve them. Copyright © 2005 John Wiley & Sons, Ltd. [source] Bauxite Mining Restoration by Alcoa World Alumina Australia in Western Australia: Social, Political, Historical, and Environmental ContextsRESTORATION ECOLOGY, Issue 2007John H. Gardner Abstract Alcoa World Alumina Australia mines bauxite under lease agreements with the Government of Western Australia. The leases lie in the Darling Range to the east of Perth, the capital and major population center. In addition to bauxite and other mineral ores, the Darling Range is a major potable water source and harbors a species-rich forest dominated by Jarrah (Eucalyptus marginata), a significant commercial timber. Conservation and recreation are important land uses in the region. Social and political pressures have led to stringent governmental requirements for restoration. In addition, a summer drought period, a soil deficient in most nutrients, water management challenges, an introduced disease, caused by Phytophthora cinnamomi Rands, and a post-mining ecosystem that must be conducive to the prescribed burning management of the region pose significant challenges to successful restoration. Alcoa presently mines and restores approximately 550 ha per annum. Although the "footprint" at the end of the life of the mining operations represents only about 4% of the total forest estate, Alcoa is committed to restoring the forest values of the region of all lands impacted by mining. The major objective of restoration is to enhance or maintain forest values by restoring habitat and structural characteristics of the native forest environment. Completion criteria for Alcoa's mine restoration have been developed. The original Alcoa mine at Jarrahdale has been rehabilitated, and in 2005, a 975-ha area received a "certificate of completion" and was returned to the management control of the State of Western Australia. [source] The UK Research Assessment Exercise: Performance Measurement and Resource AllocationAUSTRALIAN ACCOUNTING REVIEW, Issue 1 2010Jane Broadbent This paper is a personal reflection on the nature and implications of research assessment in the UK. It reflects on the extent to which the dual functions of performance measurement and resource allocation interact. It provides a description of the 2001 and 2008 Research Assessment Exercises (RAE) in the United Kingdom (UK). It also refers to the developments undertaken at the time of writing to develop the successor exercise , the Research Excellence Framework (REF). The paper illustrates the changes that have taken place over time in order to address perceived weaknesses in the structures of the RAE that have led to particular types of game playing. The RAE is a form of management control that has achieved its success by the alignment of individual and institutional interests. Success in the RAE produces both financial and reputational gains for Higher Educational Institutions (HEIs) that they are willing to pay for. Hence, the RAE has provided financial gains for academics who can deliver success. The peer-evaluation process in the UK research assessment is a key characteristic of the UK approach. While this is seen as expensive, it has maintained the legitimacy of the RAE. The accounting and finance academic community has engaged with the exercise and retained some control over the assessment process. A question is raised as to whether UK accounting and finance is likely to be subsumed in larger Business School submissions in the future. [source] On Strategy and Management Control: The Importance of Classifying the Strategy of the BusinessBRITISH JOURNAL OF MANAGEMENT, Issue 3 2000Magnus Kald The point of departure for this paper is a number of contingency-theory studies on the relationship between business strategy and the design and use of management control. In these studies strategy has been operationalized in different ways , a major reason why the findings are ambiguous and difficult to integrate. Thus there is a strong need for a common frame of reference for classifying business strategy. In view of the multifaceted nature of the concept of strategy, however, it is neither desirable nor possible to arrive at a single method of classification that would be appropriate in all situations. Rather, the task is to integrate different strategic variables such as strategic pattern, strategic position and strategic mission. In this paper we show how these three variables may be assumed to influence, and be influenced by, what characterizes changes in strategy and how business units manage their product offerings. Unlike most previous studies in the field, this paper discusses how the strategic variables taken together may be assumed to influence the classification of strategy and thus the design and use of the management-control system. Our deductive analysis, and the hypotheses used in connection with it, show that studies which consider only one strategic variable may lead to erroneous conclusions about the relationship between strategy and management control. [source] Organisational susceptibility to fraud and theft, organizational size and the effectiveness of management controls: some UK evidenceMANAGERIAL AND DECISION ECONOMICS, Issue 3 2007Paul Barnes This paper examines the principal determinants of an organization's susceptibility to theft and fraud in the context of a rational economic framework in which the level of protection is determined by the minimization of cost. The empirical study shows that, adjusting for differences in organizational type and industrial sector, both organizational susceptibility and the size of a typical theft or fraud increase with organizational size. Access to resources and the manner in which the theft or fraud is perpetrated are also important determinants of the money lost. However, they are unaffected by management controls or the nature of their violation. Copyright © 2007 John Wiley & Sons, Ltd. [source] A collaborative approach to the environmental assessment process prior to oil exploration activities offshore the Falkland IslandsAQUATIC CONSERVATION: MARINE AND FRESHWATER ECOSYSTEMS, Issue 1 2002Liz Hopkins Abstract 1.Operating Companies awarded acreage in the Falkland Islands First Offshore Licensing Round began exploration for oil and gas in 1996. Appropriate environmental management is an important aspect of exploration activities in any new frontier area and the Falklands Islands were no exception. Operators with drilling commitments established the Falklands Operators Sharing Agreement (FOSA), which included an Environmental Workgroup (EWG) to take responsibility for the environmental issues associated with exploration activities. 2.The EWG was established early in the exploration programme and commissioned a number of specific environmental studies relating to the offshore environment of the Islands. The data made available by this research provided a valuable input to the assessment of potential environmental impacts from the planned exploration activities. By undertaking environmental impact assessments prior to exploration activities FOSA were able to identify and adopt operational and management controls to ensure potential environmental impacts were, where possible, minimized or avoided. 3.The EWG also provided the main point of contact with the regulators on environmental matters and through the Falkland Islands Exploration & Production Environmental Forum facilitated consultation with government departments such as Fisheries, and other stakeholders such as Falklands Conservation. 4.The co-operative approach taken by the operators with regard to the environmental management of the exploration activities offshore the Falkland Islands is considered to have been very successful. The most obvious benefits were through the shared resources resulting in financial savings, however, other benefits have included, avoiding duplication of effort, the promoting of ,working togetherness' and a reduced burden on consultees. Copyright © 2002 John Wiley & Sons, Ltd. [source] | ||||||||||||||||||||||