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    The Levers of Control in the Boardroom

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    12626075_LeversOfControlInTheBoardroom.pdf (259.9Kb)
    Author
    Crombie, N.A.
    Geekie, T.J.
    Date
    2010
    Permanent Link
    http://hdl.handle.net/10092/4707

    Purpose: The paper challenges agency and stewardship theories’ straw person conceptions of human behaviour and discusses how the board of directors can use accounting and control systems to effectively moderate a realistic model of the CEO’s behaviour.

    Design/methodology/approach: The paper uses a pragmatic approach in reconciling agency and stewardship theory.

    Findings: As well as a framework for implementing strategy, Robert Simons’ levers of control can be used to regulate the behaviour of the CEO. Beliefs and interactive control systems encourage pro-organisational behaviour, whereas boundary and diagnostic control systems constrain self-interested (or opportunistic) behaviour.

    Originality/value: Assuming people are opportunistic leads to accounting and control systems which encourage opportunistic behaviour and discourage pro-organisational behaviour. Assuming people are pro-organisational leads to accounting and control systems which an opportunistic CEO can exploit. This paper shows how, theoretically, organisations can employ the levers of control to resolve this paradox.

    Subjects
    corporate governance
     
    management accounting
     
    levers of control
     
    agency theory
     
    stewardship theory
     
    Field of Research::15 - Commerce, Management, Tourism and Services::1501 - Accounting, Auditing and Accountability::150105 - Management Accounting
     
    Field of Research::15 - Commerce, Management, Tourism and Services::1503 - Business and Management::150303 - Corporate Governance and Stakeholder Engagement
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    • Business and Law: Conference Contributions [222]
    Rights
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