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Studies have reported negative effects of felt accountability on employees' extra-role behavior. Deviating from that focus, this study proposes that leadership plays a role in shaping the implications of felt accountability for employees' extra-role behavior. We propose that under high transformational leadership, felt accountability can motivate employees to engage in task-relevant information elaboration and facilitate innovative work behavior, a form of extra-role behavior that seeks to improve the work environment.

We conducted a pilot study to validate measurements of felt accountability and task-relevant information elaboration in a sample of 202 employees. We then conducted the main study using a time-lagged, multisource survey design with a sample of 120 supervisor–employee pairs.

The results from the main study reveal that the association between felt accountability and task-related information elaboration is positive and stronger when transformational leadership is higher. Furthermore, task-relevant information elaboration positively predicts innovative work behavior. Finally, when transformational leadership is higher, the mediation effect of task-relevant information elaboration on the association between felt accountability and innovative work behavior is stronger.

Our study indicates that felt accountability can have positive implications for employees' extra-role behavior contingent on leadership styles. In contrast to previous studies that emphasize the negative implications of felt accountability on employees' behavior, our study depicts when and why felt accountability can have positive implications on employees' behavior.

The purpose of this study is to examine whether the corruption level of a country is associated with a firm’s decision to choose Big 4 versus non-Big 4 auditors. In addition, the authors examine whether firms that are cross-listed in a country with a corruption level different from that of the home country are more likely to appoint Big 4 auditors.

Based on a sample of 185,549 firm-year observations from 78 countries over 2003-2012, panel regression analysis is used to investigate the research questions.

The authors find a negative association between corruption and the propensity to hire Big 4 auditors and that cross-listed firms are more likely to hire Big 4 auditors than their domestic counterparts. Interestingly, the authors find that when firms cross-list in less corrupt countries relative to their home countries, firms are more likely to hire Big 4 auditors. However, this tendency disappears when firms cross-list in more corrupt countries.

The authors contribute to the audit choice literature by providing evidence that the political environment, as manifested in the corruption level of a country, plays a role in the decision to choose Big 4 versus non-Big 4 auditors. The study complements the prior auditor choice literature, which focuses mostly on single countries such as the USA, by expanding the scope to 78 countries. Furthermore, the authors enhance the understanding of how the absolute and relative performance of the political environment affects cross-listed firms’ choice of auditors.

This paper describes the design and implementation of an activity‐based costing (ABC) system for a textile company in Taiwan.

An in‐depth field investigation by collecting and analyzing 39 months of field data, gathering information from files and archives, direct observation, interviews, and statistical analyses was conducted.

First, the company's existing cost system adopted a volume‐based cost driver to allocate overhead costs to products. While the company devised an “equivalent factor” to take production‐complexity into account, the weakness of the metric led to product cost distortions. Second, the existing volume‐based cost system ignores the impact of rework processes on product costs. Third, adding complexity‐related cost drivers to the volume‐based cost driver increases the ability to explain variations in overhead costs. Fourth, the newly designed ABC system incorporates both volume‐based and non‐volume based drivers, which considers the effect of rework on product costs. Fifth, the existing volume‐based cost system overestimates the costs of high‐volume products and underestimates the costs of products with high production‐complexity. Finally, the company still stays at the analysis phase of the ABC system implementation, possibly due to revision of strategy, no linkage to incentives, lack of MIS support, and inadequate inventory control.

The above findings have implications for companies attempting to implement ABC.

This paper extends prior research in the following. First, it reports on the entire process of ABC implementation for a given company, as well as facilitators/impediments in the process. Second, while most prior research tends to focus on success cases, our study presents a failure case, which has implications for practitioners trying to avoid the same mistakes.

This article uses a survey of Certified Management Accountants (CMA) in the six Arab Gulf Cooperation Council (GCC) countries to examine the importance that CMAs place on a number of management accounting practices for the efficient operation of their business and to determine the degree of adoption of that management accounting practice by their organization. The findings indicate a large discrepancy between what accountants consider effective management accounting tools and the use of those tools by their companies’ senior management team. Evidence suggests that companies in the GCC rely on the traditional management accounting practices rather than the more recently developed tools. In addition, the management accountants of GCC companies feel that it would be more important for their businesses to emphasis a range of non‐financial tools as well as to adopt a more strategic management focus using tools.