This paper presents empirical evidence concerning relationships between experienced managers' demand for information, the supply of information, and judgment accuracy. The purpose of presenting this evidence is to shed light on the information-choice problem of accountants. Managers analyzed four performance reports and made diagnostic judgments. This paper uses a predecisional research method to investigate five issues. The evidence indicates that (1) there is a moderate level of convergence among three behavioral measures of demand, (2) there is a low but statistically significant level of demand consensus, (3) there is an association between supply and demand, (4) demand is not associated with judgment accuracy, and (5) judgment accuracy is an inverted-U function of the supply of information. Implications of this research are presented which relate to demand measurement convergence and the choice of methods to measure demand, demand consensus and the tailoring of reports and, finally, the association between information supply and judgment accuracy.

Much research over the last 30 years has provided evidence that individuals display accounting fixation; that is, their cognitive process does not appropriately adapt to cross‐sectional or temporal differences in an accounting method. This paper presents the results of a quasi‐experimental test of the hypothesis that cognitive adaptation to a change in accounting method is an ordinal interactive function of three person characteristics: relevant accounting knowledge, general problem‐solving ability, and intrinsic motivation to appropriately engage in the decision task. Based on a product‐pricing decision task in which participants are provided with product costs reported by two generally employed product‐costing methods (activity‐based costing [ABC] and volume‐based costing), the results show that the majority of participants did not change their cognitive behavior when there was a change in the costing method. Further, those participants who did adapt to the change in accounting method, and thus avoided accounting fixation, did so by debiasing costs reported by volume‐based costing but not by ABC. Finally, these adapters generally exhibited high values for all three of the person characteristics compared with those who did not adapt.

This paper extends the prior empirical research that explains the perceived use or importance of budget control or both, with organizational context and structure in manufacturing organizations. In this paper, the perceived importance of expenditure budget control in research and development (R&D) work groups is explained empirically by organizational context (R&D work group size, source of R&D funding, and size of R&D budget) and the management control system (steps in the control process, social control). Data obtained from 76 R&D work groups in ten organizations support the five hypotheses. Generally, there is an interaction between the steps in the control process and each of the other independent variables on the perceived importance of expenditure budget control for management control of the R&D work group. Résumé. Le présent article s'inscrit dans le prolongement des travaux de recherche empiriques précédents visant à expliquer l'utilisation perçue du contrôle budgétaire ou son importance ‐ sinon les deux ‐ dans le contexte et la structure d'organisation des entreprises manufacturières. Dans cet article, l'importance du contrôle du budget des investissements perçue par les groupes de travail en recherche et développement (R & D) s'explique concrètement par le context organisationnel (la taille du groupe de travail en R & D, la source de financement des activités de R & D et l'importance des crédits affectés à ces activités) et par le système de contrôle de gestion (étapes du processus de contrôle, contrôle social). Les données obtenues auprès de 76 groupes de travail en R & D dans dix organisations viennent confirmer les cinq hypothèses des auteurs. L'on relève, de façon générale, une interaction entre, d'une part, les étapes du processus de contrôle et chacune des autres variables indépendantes et, d'autre part, l'importance perçue du contrôle du budget des investissements aux fins du contrôle de gestion du groupe de travail en R & D.