1,721,020 research outputs found
History of behavioral accounting research (1960-2023): a bibliometric analysis
Full text linkPurpose: This study aims to examine the over 60-year evolution of behavioral accounting research (BAR), with the main aim of critically and accurately tracing its past, present and future.
Design/methodology/approach: This study used Scopus and Google Scholar databases to collect 2,263 articles of BAR published on relevant accounting journals. Thus, this study used Bibliometrix to provide a temporal overview of articles and a temporally oriented network co-occurrence analysis of BAR topics.
Findings: This study retraces the history of BAR since its origins and, also on the basis of triggering events inside (e.g. Nobel Prizes for behavioral economics studies) and outside (e.g. accounting scandals) the academic debate, this study critically discusses the evolution and interconnections of BAR topics. Then, future research is addressed toward main promising avenues, thus integrating recent technological applications into the behavioral accounting experimental designs to improve their external validity, exploring the potential positive effects of professionals’ heuristics in performing accounting tasks under certain environmental conditions, exploiting behavioral accounting frameworks to analyze and improve sustainability reporting and sustainability performance management.
Originality/value: Although BAR is rich of contributions, including sub elds and contaminations, it lacks a holistic evaluation of its origins, development and future perspectives. In this vein, to the best of the authors’ knowledge, this is the rst study to use a bibliometric analysis to evaluate the evolution of BAR
The strategic alignment between the Enterprise Risk Management and the Performance Management System: new managerial trends and innovative measures. European Academy of Management (EURAM 2022, Winterthur (Svizzera) p. 1-38, ISSN 2466-7498 e ISBN 978-2-9602195-4-8
No full textHistory of accounting research on Artificial Intelligence applications (1984-2023): a bibliometric analysis
No full textIn tracing the evolution of accounting research, this paper delves into the historical landscape of Artificial Intelligence (AI)-based applications, examining their transformative impact on accounting practices throughout the annals of time. The study utilizes a bibliometric analysis, employing two bibliometric software (i.e., Bibliometrix and VosViewer) as analytical tools. The methodo-logical approach involves a multifaceted process, including a review of relevant literature on AI, extraction of key AI application keywords, Scopus-based search for English articles in accounting journals, and subsequent analysis of the collected articles using the two bibliometric software. Our analysis uncovers a significant timeline in the evolution of AI in accounting, as marked by pivotal moments and transformative applications. Rooted in Turing’s 1950 proposition, AI faced funding constraints until the emergence of business-specific AI systems in the 1980s. Despite steady growth until the late 2010s, limitations in accounting ap-plications persisted. The late 2010s witnessed a seismic shift with disruptive AI applications reshaping accounting practices, in-cluding Deep Learning (DL) and Machine Learning (ML). Challenges arose in AI integration within auditing, highlighting nuanced judgment requirements. Recent advancements liberated auditors from manual tasks via AI, big data analytics, and robotics, yet raised ethical and social accountability concerns. Financial reporting analysis evolved with AI-driven predictive mod-eling and risk identification in textual disclosures. This evolutionary journey emphasizes guidance for present and future ac-counting researchers, practitioners and policy makers. Thus, researchers should explore beyond Neural Networks (NNs), focus on disruptive tech like ML, DL, and Robotic Process Automation (RPA) for auditing and financial analysis, deepen opportu-nities and implications around text mining of narrative financial disclosures, conduct longitudinal studies on innovation of single accounting practices, and delve into the ethical implications of AI-based applications. Professionals should foster collaborations, adapt skills to advanced tools, and assess AI-based applications within organizations. Policymakers should promote continuous education initiatives, address ethical concerns, and emphasize transparent, fair AI decision-making algorithms for accounting practices
The Key Value Drivers of the Company’s Sustainable Development Strategy: An Integrated Framework
No full textOne of the greatest challenges facing the contemporary research and academic world is to review the relationship between sustainable development and performance management system (PMS). More and more companies are moving towards a strategic approach that includes sustainability issues into their corporate strategy. However, to date, sustainability and corporate strategy are still not adequately integrated in the organizations. Several criticisms are connected to its effectiveness and its practical implementation. In this context, in view of the numerous critical issues emerged in the literature, the aim of this paper is twofold: 1) to provide a clear view on the main sustainability dimensions considered relevant in the managerial practice, and 2) to identify a suitable approach to align the sustainability dimensions identified in the corporate strategy. To this end, we conducted a semi-structured interview with 70 middle and senior managers of Italian companies, specializing in sustainable development issues. Accordingly, the findings have revealed that to implement sustainable development strategy, organizations need to integrate five sustainability dimensions (environmental, social, economic, cultural and organizational) in the PMS execution. By incorporating these dimensions in an early stage of the PMS cycle, the strategic coherence and sustainable alignment are provided that can help companies to integrate sustainable development as integral into their corporate business models and decision-making processes
History of accounting research on Artificial Intelligence applications (1984-2023): a bibliometric analysis
No full textCognitive biases in implementing a performance management system: behavioral strategy for supporting managers' decision-making processes
Full text linkPurpose – The purpose of this paper is twofold: to provide a clear picture on the cognitive biases affecting managers’ decision-making process of implementing a performance management system (PMS), and to identify managerial practices, measures and the key challenges to manage the cognitive biases in the corporate strategy.
Design/methodology/approach – Semi-structured interviews, based on theoretical milestones of performance management and cognitive psychology, gathered from 104 experienced professionals’ evaluations on the likelihood and impact of managers’ cognitive biases in PMS implementation, potential solutions as well as drivers and connected criticalities.
Findings – Recurring cognitive biases, together with considerable impacts, emerged in the first, and most strategic, phases of the PMS implementation. The authors developed a roadmap to support corporate transition to integrate behavioral strategy into the PMS implementation aiming to achieve economically and efficiently sound performance.
Research limitations/implications – From the view of proper behavioral strategy affirmation in performance management literature, in a small way, the authors contribute to a desirable taxonomy of cognitive biases so differentiated decision-making scenarios may be built to compare results and draw new observations. Behavioral studies could transversally connect the cognitive biases of performance management to actors’ sociodemographic features and personality types. Practitioners may check biases affecting their organizations by means of the questionnaire and, consequently, adopt the framework illustrated to reduce them.
Originality/value – Performance management literature has constantly investigated positive and negative behavioral factors related to the PMS. This study, instead, makes a theoretical and methodological contribution to the PMS implementation as a decision-making process. The authors propose a theoretical framework that integrates cognitive psychology insights and applies measures to reduce biases.
Keywords Performancemanagementsystem,Cognitivebiases,Decision-making,Behavioralstrategy, Performance measurement, Organizational behavior, Conceptual frameworkPurpose The purpose of this paper is twofold: to provide a clear picture on the cognitive biases affecting managers' decision-making process of implementing a performance management system (PMS), and to identify managerial practices, measures and the key challenges to manage the cognitive biases in the corporate strategy. Design/methodology/approach Semi-structured interviews, based on theoretical milestones of performance management and cognitive psychology, gathered from 104 experienced professionals' evaluations on the likelihood and impact of managers' cognitive biases in PMS implementation, potential solutions as well as drivers and connected criticalities. Findings Recurring cognitive biases, together with considerable impacts, emerged in the first, and most strategic, phases of the PMS implementation. The authors developed a roadmap to support corporate transition to integrate behavioral strategy into the PMS implementation aiming to achieve economically and efficiently sound performance. Research limitations/implications From the view of proper behavioral strategy affirmation in performance management literature, in a small way, the authors contribute to a desirable taxonomy of cognitive biases so differentiated decision-making scenarios may be built to compare results and draw new observations. Behavioral studies could transversally connect the cognitive biases of performance management to actors' sociodemographic features and personality types. Practitioners may check biases affecting their organizations by means of the questionnaire and, consequently, adopt the framework illustrated to reduce them. Originality/value Performance management literature has constantly investigated positive and negative behavioral factors related to the PMS. This study, instead, makes a theoretical and methodological contribution to the PMS implementation as a decision-making process. The authors propose a theoretical framework that integrates cognitive psychology insights and applies measures to reduce biases
The role of Key Performance Indicators as a performance management tool in implementing corporate strategies: A critical review of the literature.
Full text linkOver recent decades, organizations have moved into highly competitive markets
that force companies to implement Performance Management Systems (PMSs) to
keep monitoring strategy alignment and activities. In this context, this paper provides
a Systematic Literature Review (SLR) on the use of Key Performance Indicators
(KPIs) in PMSs. Relevant and useful papers have been selected for the analysis and
the final 60-paper sample has been studied by means of content analysis and descrip-
tive statistics. The relevant findings have been reported across categories (i.e. value
drivers, practices and measures, contextual drivers, and critical issues), such as in-
creasing the use of KPIs supporting sustainable developments and a dichotomy be-
tween qualitative and quantitative indicators. In particular, authors revealed the need
for a KPI strategical formulation and for a cultural factor aimed at ensuring the ef-
fective integration of quantitative, qualitative and sustainable development indica-
tors. Therefore, a conceptual model was developed in order to guide managers
through the criticalities and the recently reported requirements. This review ad-
dresses the KPIs’ implementation from both a systemic and critical point of view;
these aspects made our study really useful for practitioners of all application sectors
Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes
Full text linkPurpose: The purpose of this paper is twofold: to provide a clear picture on the cognitive biases affecting managers' decision-making process of implementing a performance management system (PMS), and to identify managerial practices, measures and the key challenges to manage the cognitive biases in the corporate strategy. Design/methodology/approach Semi-structured interviews, based on theoretical milestones of performance management and cognitive psychology, gathered from 104 experienced professionals' evaluations on the likelihood and impact of managers' cognitive biases in PMS implementation, potential solutions as well as drivers and connected criticalities.
Findings: Recurring cognitive biases, together with considerable impacts, emerged in the first, and most strategic, phases of the PMS implementation. The authors developed a roadmap to support corporate transition to integrate behavioral strategy into the PMS implementation aiming to achieve economically and efficiently sound performance.
Research limitations/implications: From the view of proper behavioral strategy affirmation in performance management literature, in a small way, the authors contribute to a desirable taxonomy of cognitive biases so differentiated decision-making scenarios may be built to compare results and draw new observations. Behavioral studies could transversally connect the cognitive biases of performance management to actors' sociodemographic features and personality types. Practitioners may check biases affecting their organizations by means of the questionnaire and, consequently, adopt the framework illustrated to reduce them.
Originality/value: Performance management literature has constantly investigated positive and negative behavioral factors related to the PMS. This study, instead, makes a theoretical and methodological contribution to the PMS implementation as a decision-making process. The authors propose a theoretical framework that integrates cognitive psychology insights and applies measures to reduce biases
Cognitive biases in accounting judgment and decision making: a review, a typology, and a future research agenda
No full textCognitive biases, i.e. systematic patterns of deviation from rationality, significantly affect accounting judgment and decision making (such as misinterpreting financial data), leading to adverse consequences for businesses, organisations, and society. Despite widespread acknowledgment of these effects in behavioural accounting research, there is a noticeable absence of a comprehensive review of cognitive biases. We reviewed 139 accounting articles dealing with cognitive biases in accounting judgment and decision making. We organise the literature according to the impact of cognitive biases among audit, financial accounting, and management accounting disciplines and related tasks. In doing that, we provide a typology of biases in accounting judgment and decision making considering their different antecedents – namely, easy attribution biases, emotional-driven biases, and frame dependence biases. Moreover, a future research agenda is proposed. This includes exploring overlooked biases, studying biases that may positively impact specific tasks, examining interactions and conflicts between biases, and exploring the interaction between professionals and supporting technologies (e.g. Artificial Intelligence) in understanding cognitive biases’ study, formation, and reduction.Design/methodology/approach – The framework was grounded in the relevant literature and the CSRD requirements.
Findings – This paper provides companies with a novel framework for implementing the requirements of the CSRD through a SBSC. The framework specifies four key steps (i.e. identifying material themes, initial assessment, strategic formulation and action, and sustainability reporting) to integrate sustainability with corporate governance.
Practical implications – The framework supports managers’ decision-making processes in linking sustainability with strategy and providing a basis for integrating sustainability with corporate governance in organizations. The paper provides a way to practically address the CSRD requirements.
Originality/value – This is the first study integrating the emerging CSRD requirements with corporate governance. The paper advances discussion and debate by management scholars on how a SBSC can be practically implemented, providing details on how this may be achieved
Cognitive Biases in Accounting Activities: Debiasing Strategies to Support Decision-making Process
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