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Insights on the use of surveys to study management control systems
An important challenge for management control (MC) research is to better understand how MC practices work together in combinations. We approach this challenge from the perspective of survey researchers and, first, reflect on the potential of survey research to inform the debate on systems of control. Second, we draw on the article by Grabner and Moers (2013) to discuss how contemporary survey research can be strengthened by following their suggestions.
Flourish or flounder: Do trust-centric management controls encourage knowledge sharing and team performance?
Budgeting and employee stress in times of crisis: Evidence from the Covid-19 pandemic
Prior research has shown that that management control practices change in response to global crises, yet we have little understanding of the behavioral consequences of these changes. The purpose of this study is to explore the behavioral effects that stem from crisis-induced changes to management control practices and the factors that intensify or diminish these effects. Using survey data from business unit managers in the Netherlands, our results show that firms tighten their budget controls in response to a negative impact of Covid-19. In turn, the tightening of budget controls is positively associated with employees' emotional exhaustion because of increased perceptions of role ambiguity and role conflict. We furthermore find that the effect of tighter budget controls on role ambiguity is mitigated when managers perceive that the budget controls are used in an enabling way prior to the crisis but heightened with increased trust in senior management. These results suggest that if firms use their budgets to help managers acquire a deeper understanding of their tasks and responsibilities, they are better able to respond to a negative shock and the accompanying tightening of budget controls, which helps mitigate the undesired behavioral response of increased role ambiguity and emotional exhaustion. Our findings also suggest that trust, which usually is beneficial to organizations, has a ‘dark’ side in that managers will push themselves harder to reciprocate the trust they have in their senior managers, which exacerbates the effect of tighter budget controls on role ambiguity and, in turn, emotional exhaustion.