The taxonomy extends the distinction between diagnostic and interactive control systems by adding two new dimensions to the one introduced by Simons (1995) which focuses on the nature of the involvement of operational managers. The first new dimension concerns the degree of specificity of the...

In this paper a game theoretic model is used to extend information value theory, as developed in decision analysis, to competitive situations. One of the main differences between competitive and noncompetitive situations is that part of the environment (namely the competitors) may be modified as...

An experiment is defined as a random variable which may take some posterior probability distributions according to a marginal probability. Elementary properties of this definition with respect to information value theory are derived as well as their practical implications.

Three dimensions characterize a management control system: the nature of the involvement of operational managers, the degree of customization of the underlying tools and the relationship with the compensation policy. This characterization further formalizes the distinction between diagnostic and...

The prospect of an international agreement within the United Nations Framework Convention on Climate Change (UNFCCC) resulting in a common response to carbon pricing, such as a global cap-and-trade scheme, can for now only be seen as a long-term goal. In the meantime, it is realistic to operate...

The ability of companies to turn an environmental constraint into a source of strategic opportunities is a controversial topic in published research. The article, which is based on a comparative study of the CO2 emission reduction strategies implemented by the cement and chemical industries,...

We study a principal-agent model in which the agent can provide ex post additional relevant information regarding his performance. In particular, he can provide a legitimate excuse, that is, evidence that a poor result is only due to factors outside his control. However, building a convincing...