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Feedback and Incentives on Nonfinancial Value Drivers: Effects on Managerial Decision Making*

2007; Wiley; Volume: 24; Issue: 2 Linguagem: Inglês

10.1506/q5x8-5912-w613-0utl

1911-3846

Khim Kelly,

Accounting and Organizational Management

Contemporary Accounting ResearchVolume 24, Issue 2 p. 523-556 Feedback and Incentives on Nonfinancial Value Drivers: Effects on Managerial Decision Making* Khim Ong Kelly, Khim Ong Kelly Nanyang Technological UniversitySearch for more papers by this author Khim Ong Kelly, Khim Ong Kelly Nanyang Technological UniversitySearch for more papers by this author First published: 15 January 2010 https://doi.org/10.1506/Q5X8-5912-W613-0UTLCitations: 38 * Accepted by Steve Salterio. This paper is based on my dissertation at the University of Southern California. I am thankful to my dissertation committee: Sarah Bonner, Mitchell Earleywine, Wim Van der Stede, and especially my chair, Kenneth Merchant, for their guidance and support. I am grateful to Mihail Bota for programming assistance. I appreciate the helpful comments on earlier drafts of the paper from Marlys Lipe, Kin Yew Low, Steve Salterio, Sandra Vera-Muñoz, Bill Waller, anonymous reviewers, seminar participants at the University of Ulster, Nanyang Technological University, and the 2004 Management Accounting Section Research and Case Conference, and particularly Hun Tong Tan. Finally, I thank Nanyang Technological University and the University of Southern California for providing financial support. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. 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