Purpose Prior research identified conflicts in implementing performance measurement systems that include both financial and non-financial measures. Attempts to incorporate non-financial measures, for example, balanced scorecards (BSCs), have shown short-term success, only to be replaced with...

In the growing debate about designing new management control systems (MCS) to include stakeholder values, there has been little discussion about information overload. Stakeholder advocates call for including more environmental and related social disclosures but do not consider how information...

Purpose: This paper examines the roles of the balanced scorecard (BSC) in a long-term perspective and with a large deployment along numerous hierarchical levels. For this purpose, we use a longitudinal analysis of an implementation in a mutual insurance company. Design/methodology/approach: We...

This paper focuses on managers' need for information for managerial purposes and examines their degree of satisfaction and perception of missing information. Data for this paper were collected from 120 interviews with managers from eleven major French companies. This paper seeks to target the...