This paper explains how management control systems (MCS) can be understood as made up of five distinct subsystems but why only three are relevant for joint ventures (JV). It explores the reasons that have been advanced in the academic literature to support the identification of each MCS...

This study is motivated by the need to further explore judgmental bias within the balanced scorecard (BSC). The focus is not only within its use as a performance measurement tool with bonus and incentive implications (Lipe and Salterio, 2000) but more importantly with its design stages which are...