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The purpose of the study is to examine whether superiors (i.e. principals), who evaluate the performance of their subordinates (i.e. agents), take information asymmetry into account by assuming that subordinates shirk when the accounting system does not provide information on subordinates’ effort levels. A decision making experiment was conducted to examine the effect of information asymmetry on effort attribution and the effect of effort attribution on performance evaluation. The results show that the presence of an agency problem significantly affected managers’ beliefs regarding the level of effort they attributed to the subordinate, which affected their evaluation of the subordinate.

Stakeholder paradigm has been gaining currency over the past few decades and technological breakthroughs have been influential in building its momentum. Hyper-Transparency is emerging as a building block and as an indispensable concomitant of stakeholder paradigm. The crux of a Hyper-Transparent organization is trust. The new paradigm requires substituting translucent and opaque business practices with fully transparent ones under which lasting trust can be built between the organization and its stakeholders. However, the nub of the stakeholder paradigm is the changes inside the organizations as well as changes in relation to their external environment, and transparency is both a driver and a resultant of these changes. Transparency is an integral part of corporate social responsibility debate and an eristic issue for the stakeholders. Moreover, Hyper-Transparency empowers the stakeholders to considerably influence the decision making sphere. In this chapter, transparency, its drivers and tools as well as the power of stakeholders in the new age of Hyper-Transparency alongside a number of case studies are presented.

Prior research indicates that incorporating information symmetry into budgeting processes can reduce slack. This study investigates a new budgeting format, Strategic Budgeting, which incorporates information symmetry via mutual monitoring through a “group budget buffer”, or pool, that supports funding non-budgeted expenditures. Department managers must seek approval from other managers to use pooled funds. We compare this budget format to a traditional format, which does not incorporate information symmetry, and investigate differences in spending decisions among managers. The results overwhelmingly show that groups using Strategic Budgeting spent less of a budget excess than those using Traditional Budgeting. The effect of the availability of unspent funds for a subsequent year's budget was also compared, with results indicating that this factor may potentially mitigate benefits gained from information symmetry over time. This study is the first to experimentally examine the effects of this new type of budgeting technique, as compared to Traditional Budgeting, on managerial budgeting behavior.

This volume of Advances in Management Accounting (AIMA) begins with a paper by Kowalczyk, Rafai, and Taylor on a new budgeting format, strategic budgeting, based on the notion that incorporating information symmetry into budgeting processes can reduce slack. This study incorporates information symmetry via mutual monitoring through a “group budget buffer.” They compare this budget format to a traditional format, which does not incorporate information symmetry, and investigate differences in spending decisions among managers. The results show that groups using Strategic Budgeting spent less of the budget excess than those using Traditional Budgeting. This study is the first to experimentally examine the effects of this new type of budgeting technique, as compared to Traditional Budgeting, on managerial budgeting behavior.

Spending constraints in state budgets have resulted in a need to evaluate the effects of alternative budgeting techniques. We study public school administrations, where improvements in budgetary processes could help align system goals with reduced levels of funding. A budgeting technique, called strategic budgeting (SB), emphasizing information symmetry and mutual monitoring, is investigated in a nonprofit setting by comparing it to a traditional budgeting (TB) method. The experiment finds that the effect of reduced spending previously discovered in a corporate setting are also evident in a not-for-profit setting. Results indicated an overall cost savings with SB of almost 25 percent. Public school administrators made spending decisions in a hypothetical three-year task and provided comments to justify their decisions. These comments along with anecdotal evidence from prior field research indicate that collaborative characteristics in a budget format may reduce unnecessary spending.

Purpose – This study examines the factors influencing Corporate disclosure transparency as measured by the level of voluntary disclosure (VD) in the annual reports of the active share trading firms in Egypt.

Design/methodology/approach – The design and research method are empirical using archival data to collect information on the dependent variable (VD) and independent variables (corporate governance characteristics and company characteristics). A transformed multiple ordinary least squares (OLS) regression model was used to test the association between the dependent variable of VD and the independent variables.

Findings – The findings indicate that the extent of VD is affected by the highly secretive Egyptian culture. This implies that the introduction of a new corporate governance code has not improved information symmetry as the overall level of VD is very low at just 19.38%. In addition, several corporate governance and company characteristics variables were found significant in explaining levels of VD by the sample companies.

Research limitations – The findings have generalizability limitations as the study focuses only on the actively traded companies operating in the Egyptian stock market.

Practical implications – The results of this study should alarm the regulators and financial investors from the quality of financial information being provided in the Egyptian market. These results are more alarming since the investigated companies are the top 30 actively traded companies on the Egyptian Stock Exchange (EGX). It is logically expected that the status of disclosure would be lower in the other less actively traded companies on EGX.

Originality/value – This study provides evidence regarding three variables, for the first time in Egypt, namely “ownership structure” and “number of independent directors on the board” and “existence of audit committees” as explanatory variables of the level of VD. This research study will stimulate further research in understanding the importance of the role of corporate governance in promoting more transparency in other emerging economies and the need to build models that include country level factors to explain the level of VD.

Prior research demonstrates a positive relationship between information asymmetry and managers’ use of budgetary slack and thereby suggests that minimizing managers’ private information is a potential tactic for reducing slack in budgets. Asymmetric information, however, often cannot be avoided when specialized technical expertise is required to operate a particular responsibility area. This study contributes to the literature by investigating whether favorable perceptions of fairness mitigate managers’ use of budgetary slack during participative environments in which managers hold private information. Overall, the findings demonstrate the benefits of fair budgeting practices. In particular, survey results suggest that the presence of budgetary slack in efficiency targets is lower for managers who hold favorable fairness perceptions. A gender effect is also demonstrated between perceptions of fairness and the presence of budgetary slack in spending targets. Factor analytical evidence toward the development of a more refined measure of budgetary slack is provided.

In an international context, public management arrangements differ significantly from country to country, and also regionally and locally. One reason for these differences may be different civic cultures with differing views of the state and its institutions. This may appear to be obvious, but it is highly important when public management reform models are proposed and transferred from one country to others such as was the case (and still is to some extent – especially from developed to developing nations) with, for example, the new public management. Scholars in public management, as well as international practitioners, should be aware of the impact culture has on the possibilities and limits of concept transfer between different organizations and jurisdictions.

We propose a quasi–maximum likelihood estimator for the location parameters of a linear regression model with bounded and symmetrically distributed errors. The error outcomes are restated as the convex combination of the bounds, and we use the method of maximum entropy to derive the quasi–log likelihood function. Under the stated model assumptions, we show that the proposed estimator is unbiased, consistent, and asymptotically normal. We then conduct a series of Monte Carlo exercises designed to illustrate the sampling properties of the quasi–maximum likelihood estimator relative to the least squares estimator. Although the least squares estimator has smaller quadratic risk under normal and skewed error processes, the proposed QML estimator dominates least squares for the bounded and symmetric error distribution considered in this paper.

The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.