André, J. (Maastricht University). Organizational design and the efficiency of internal capital allocations in diversified firms.

Balakrishnan, R. (University of Iowa), E. Labro (University of North Carolina, Chapel Hill), and N. Soderstrom (University of Colorado). Cost structure and cost stickiness.

Birnberg, J. (University of Pittsburgh) and Y. Zhang (Northeastern University). When betrayal aversion meets loss aversion: The effects of economic downturn on internal control system choices.

Bisbe, J. (ESADE Business School), R. Malagueño (ESADE Business School), and X. Gimbert (ESADE Business School). Strategic performance measurement systems, strategy formulation and organizational performance.

Bouwens, J. (Tilburg University) and L. Van Lent (Tilburg University). Control systems and the innate preferences of managers.

Campbell, D. (Harvard University), M. Epstein (Rice University), and A. Martinez-Jerez (Harvard University). Implicit control mechanisms and organizational learning.

Chen, C. (University of Illinois at Urbana-Champaign), M. Williamson (University of Texas at Austin), and F. Zhou (University of Illinois at Urbana-Champaign). The effects of intergroup and intragroup tournament pay on group creativity.

Cooper, D. (University of Alberta) and M. Ezzamel (Cardiff University). Making globalization practical: A case study of globalism and performance measurement systems.

Cuganesan, S. (Swinburne University of Technology), C. Steele (Swinburne University of Technology), R. Beaumont (Swinburne University of Technology), R. Dunford (University of Sydney), and I. Palmer (RMIT University). Examining how management control systems contribute to organizational flexibility.

Denison, C. (Iowa State University), A. Farrell (University of Illinois at Champaign-Urbana), and K. Jackson (University of Illinois at Urbana-Champaign). Managers’ incorporation of the value of real options into their long-term investment decisions: An experimental investigation. 

Hannan, R. (Georgia State University), K. Towry (Emory University), and Y. Zhang (Northeastern University). Mutual monitoring in tournaments: The moderating effect of goal orientation.

Henri, J.-F. (Université Laval), O. Boiral (Université Laval), and M.-J. Roy (Université Laval). The role of environmental costing: A strategic cost management approach.

Hoffjan, A. (TU Dormund University), R. Trapp (TU Dortmund University), C. Endenich (TU Dortmund University), and T. Boucoiran (TU Dortmund University). The challenge of culture: Management accounting in German-French corporations.

Kelly, K. (University of Waterloo), T. Vance (University of Waterloo), and A. Webb (University of Waterloo). Effects of subjectivity and goal difficulty on performance.

Martin, M. (Arizona State University). Performance effects of inequity aversion on incentive contracting.

Matsumura, E. M. (University of Wisconsin-Madison) and J. Schloetzer (Georgetown University). The cost of customer and supplier financial strength perspectives: Evidence from the apparel industry.

Merchant, K. (University of Southern California), C. Stringer (University of Otago), and P. Theivanthampillai. (University of Otago). Relationships between objective and subjective performance ratings.

Munir, R. (Macquarie University), K. Baird (Macquarie University), and S. Perera (Macquarie University). Performance measurement system change in a bank: A case study from an emerging economy.

Rooney, J. (University of Sydney) and S. Cuganesan (Swinburne University of Technology). The emergence of management control problems, co-evolution and path dependency in interorganizational relationships: An exploration in the Australian residential home loan industry.

Vuorenmaa, E. (Turku School of Economics). Imbalance and balance in trust and control relations: The collaborative relation paradox.