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- Title
- Three Studies Examining the Effects of Business Analytics on Judgment and Decision Making in Accounting.
- Creator
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Lang, Bradley, Trompeter, Gregory, Robb, Sean, Tian, Yu, Trinkle, Brad, University of Central Florida
- Abstract / Description
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This dissertation consists of three studies investigating the relationship between business analytics and decision making in accounting. In an effort to improve performance, organizations increasingly emphasize fact-based decision making supported by business analytics, which translate complex data into manageable information through statistical analysis. While the recent focus on business analytics is transforming how managers make decisions, analytics alone do not generate increased...
Show moreThis dissertation consists of three studies investigating the relationship between business analytics and decision making in accounting. In an effort to improve performance, organizations increasingly emphasize fact-based decision making supported by business analytics, which translate complex data into manageable information through statistical analysis. While the recent focus on business analytics is transforming how managers make decisions, analytics alone do not generate increased performance; the synergy between business analytics and user judgments is a vital component of realizing value. To this end, Study I experimentally investigates how various characteristics of business analytics affect individuals' reliance and perceptions of the analytic. Through the lens of cognitive fit a 2(&)#215;2 between-subjects experiment is conducted examining business analytics effects of input and process attributes on users' reliance. Cognitive fit theory posits that effective problem solving depends on the match between the technology and the decision process. The second study investigates the impact of management interventions (i.e. actions influencing adoption) toward improving reliance on business analytics. From an organizational perspective, an important concern for management is promoting greater employee acceptance and utilization of business analytics. Building on the Technology Acceptance Model, Study II experimentally examines the effect of management support and consensus of multiple analytics on increasing reliance and on participants' evaluation of the business analytic. Study III further explores the relationship between characteristics of business analytics and the decision maker by developing a theoretical model regarding the effects of perceived decision similarities between the user and the business analytic on users' perceived usefulness. Overall, the results reported in this dissertation suggest that 1) characteristics of business analytics influence users' judgments and decision making, 2) management can take actions to influence the relationship between users and business analytics, and 3) users are likely to evaluate their cognitive similarity to these business analytics, and these perceptions influence perceived usefulness of the business analytics.
Show less - Date Issued
- 2018
- Identifier
- CFE0007578, ucf:52562
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0007578
- Title
- Three Studies Examining The Effects of Informal Management Control Systems and Incentive Compensation Schemes on Employees' Performance.
- Creator
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Akinyele, Kazeem, Arnold, Vicky, Sutton, Steven, Tian, Yu, Libby, Theresa, University of Central Florida
- Abstract / Description
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This dissertation is comprised of three studies investigating the effects of informal management control systems (MCS) and different types of incentive compensation schemes on employees' performance. Prior research describes informal MCS as implicit sets of structures that management adopts to encourage employees to act in a way that aligns with overall organizational goals (Berry et al. 2009). Management usually puts informal MCS in place to inspire self-regulation behaviors among employees;...
Show moreThis dissertation is comprised of three studies investigating the effects of informal management control systems (MCS) and different types of incentive compensation schemes on employees' performance. Prior research describes informal MCS as implicit sets of structures that management adopts to encourage employees to act in a way that aligns with overall organizational goals (Berry et al. 2009). Management usually puts informal MCS in place to inspire self-regulation behaviors among employees; hence, management may not reward or penalize employee behavior that is consistent or inconsistent with this informal MCS (Berry et al. 2009; Christ et al. 2008). Informal controls are implied by social pressures, such as employees' feedback, and management communication, such as a value statement or the organizational culture, where no explicit enforcement measures exist (Berry et al. 2009; Kachelmeier, Thornock and Williamson 2015). The first study examines whether the presence of a value statement (an informal MCS) can be used to motivate employees to perform important, but uncompensated subsequent tasks. The second study extends the first study by examining whether the interactive method of delivery of a value statement (informal MCS) can be used in conjunction with an incentive scheme to improve employees' performance. Lastly, the third study investigates the impact of an important aspect of organizational context, specifically organizational culture (informal MCS), and different types of incentive compensation schemes on strategy surrogation. The first study investigates whether the presence of a value statement (an informal MCS) can be used to motivate employees to perform important, but uncompensated tasks. Additionally, this study seeks to examine the type of incentive scheme that will result in the highest subsequent uncompensated task performance in the presence of an organizational value statement. Considering that incentive contracts cannot completely govern all the employees' responsibilities (Christ, Emett, Summers and Wood 2012), this study investigates how employees will perform their important but uncompensated tasks. The study shows that under fixed pay compensation, the presence of a value statement improves the performance of employees compared to the absence of a value statement. Conversely, under a piece rate incentive compensation, the presence of a value statement negatively influences the performance of employees in the important but uncompensated task. The study also shows that the intrinsic motivation of employees operating under piece rate compensation is more likely to be crowded out by their incentive pay relative to employees operating under a fixed wage. The second study examines whether the interactive method of delivery of a value statement (informal MCS) through electronic integration can be used in conjunction with an incentive scheme to improve employees' performance. Prior research shows that effectiveness of incentive systems is influenced by the presence or absence of a nonbinding value statement in the organization. A value statement is a declaration that communicates an organization's priorities and core beliefs to its customers and employees. Drawing upon the mere-exposure effect, the results of the study show that the employees who experience the interactive delivery of a value statement do not perform significantly better than employees who experience the passive delivery of a value statement. However, employees who receive a piece-rate incentive perform significantly better than employees who receive a fixed pay incentive. As predicted, the method of delivery of an organizational value statement moderates the effectiveness of a fixed pay incentive scheme.The third study draws upon the theory of inattentional blindness to investigate whether different types of organizational culture, control dominant or flexibility dominant, impacts strategy surrogation. Strategy surrogation occurs when managers focus on the measures in the SPMS on which they are compensated and completely or partially lose focus on the overall strategic objectives of the organization (Choi et al. 2012, 2013). Organizational culture is defined as a set of dominant values, beliefs, and assumptions that governs how people behave in organizations (Henri 2006). The results of the study show that there is no significant difference between employees operating under a control-dominant culture and employees operating under a flexibility-dominant culture. Similarly, the type of organizational culture does not moderate the relationship between incentive systems and strategy surrogation. However, employees operating under a pay-for-performance compensation scheme significantly surrogate more than employees operating under a fixed pay compensation scheme.Collectively these studies contribute to management accounting research by examining how different types of informal MCS such as organizational value statement and organizational culture interact with incentive compensation scheme. Specifically, these three studies highlight how and when we can use informal MCS to improve employees' performance as well as their decision making in the organization. Study one contributes to research and practice by highlighting situations where a pay-for-performance incentive scheme may result in unintended consequences. Study two contributes to the management control literature by demonstrating how utilizing technology can enhance the delivery of an organization's value statement and ultimately improve employees' performance. Study three contributes to the incentives and organizational culture literature as well as strategy surrogation research by examining institutional factors that may inhibit or exacerbate surrogation.
Show less - Date Issued
- 2017
- Identifier
- CFE0006850, ucf:51783
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0006850
- Title
- System justification theory: Synthesizing and applying its theoretical motivations in behavioral accounting research.
- Creator
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Olczak, Wioleta, Roberts, Robin, Libby, Theresa, Tian, Yu, Patten, Dennis, University of Central Florida
- Abstract / Description
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This dissertation consists of two studies on System Justification Theory, hereafter SJT. SJT (Jost and Banaji 1994) is a psychology theory stating that individuals justify the status quo even if doing so is against their own or their group's interest (Jost et al. 2004). Comprised of twenty propositions, SJT attempts to explain social and psychological factors driving individuals to perceive the social system as legitimate. These factors also drive individuals to support and maintain the...
Show moreThis dissertation consists of two studies on System Justification Theory, hereafter SJT. SJT (Jost and Banaji 1994) is a psychology theory stating that individuals justify the status quo even if doing so is against their own or their group's interest (Jost et al. 2004). Comprised of twenty propositions, SJT attempts to explain social and psychological factors driving individuals to perceive the social system as legitimate. These factors also drive individuals to support and maintain the social system. The synthesis and application of this psychological theory in behavioral accounting research is limited, but could provide explanatory evidence on individual decision-making in accounting. The first study of this dissertation synthesizes SJT's four foundational theories (-) cognitive dissonance, social identity, social dominance, and belief in a just world (-) in behavioral accounting research, specifically focusing on two predominantly used theoretical motivations, cognitive dissonance and social identity theory. Behavioral accounting and corporate social responsibility (CSR) have increasingly become more complex as interest in these two areas continues to grow. The first study reviews prior behavioral accounting research that applied cognitive dissonance or social identity theory, and then demonstrates how the application of SJT in behavioral accounting research addresses more complex research questions that cannot be addressed solely from one or a combination of SJT's four foundational theories. The second study then applies SJT's theoretical motivations in a complex managerial accounting setting by investigating whether maintaining the status quo is a factor explaining managers' decisions to overstate environmental capital expenditure (ECE) projections. This study uses an experimental design to understand whether the presence of an overstatement status quo and a system threat affects managers' decisions to overstate environmental projections. The results indicate that managers are more likely to overstate ECE projections when the industry exhibits an overstatement status quo. Additionally, this propensity to overstate ECE projections is further exacerbated when managers face a stakeholder threat, suggesting they (")dig in their heels(") and maintain the status quo. This study extends environmental accounting research by demonstrating that the societal status quo affects managers cognitively and psychologically as they make environmental disclosure decisions. Results also contribute to practice by shedding insight as to why managers make certain environmental disclosure decisions. Specifically, the results show that the social system impacts managers' willingness to use environmental disclosures as a legitimating tool. Overall these two studies contribute to behavioral accounting research by exploring and applying a psychological theory in a managerial environmental accounting setting. It demonstrates how a commonly used psychology theory that has never been utilized in accounting research could address broad and complex accounting topics
Show less - Date Issued
- 2019
- Identifier
- CFE0007697, ucf:52447
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0007697
- Title
- Decision Making in Corporate Taxation.
- Creator
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Brown, Bonnie, Arnold, Vicky, Schmitt, Donna, Kelliher, Charles, Tian, Yu, Rupert, Timothy, University of Central Florida
- Abstract / Description
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This dissertation is comprised of three experimental studies that examine corporate tax aggressiveness through an investigation of judgment and decision making in the corporate tax environment. Studies 1 and 2 examine individual judgment involved in decision making (i.e., assessments of tax positions based upon tax scenario facts and tax authority). Study 1 examines how advice from external tax advisors and a tax advisor's association with the company's audit firm influences the...
Show moreThis dissertation is comprised of three experimental studies that examine corporate tax aggressiveness through an investigation of judgment and decision making in the corporate tax environment. Studies 1 and 2 examine individual judgment involved in decision making (i.e., assessments of tax positions based upon tax scenario facts and tax authority). Study 1 examines how advice from external tax advisors and a tax advisor's association with the company's audit firm influences the aggressiveness of experienced in-house corporate tax decision makers. Study 2 examines how situational factors in the corporate tax environment interact with individual traits to affect individual-level tax aggressiveness, focusing in greater depth upon the process of individual judgment and decision making. Study 3 extends the investigation of situational factors from individual-level decision making to a group-level analysis, examining individual-level and group-level decision making in a tax setting (i.e., tax compliance decisions).Overall, results reflect the complexity of the corporate tax environment. The effects of the situational factors examined in the dissertation generally influence decision makers' own perceptions. For example, Study 1 results suggest that tax advisor identity influences how corporate tax directors weight advice only if the advice is conservative and if the tax directors agree with the advice. Additionally, in Studies 2 and 3, decision maker perceptions are found to mediate the effects of manipulated situational factors. In Study 2, regulatory focus state indirectly influences individual tax aggressiveness through the perception of the tax advisor's level of client advocacy. In Study 3 decision maker type, a situational factor, affects tax compliance decision riskiness indirectly through feelings of responsibility for the possible outcomes of the decision. Collectively these studies contribute to the nascent literature on decision making in a corporate tax environment, helping to lay the groundwork for future studies in this area.
Show less - Date Issued
- 2016
- Identifier
- CFE0006269, ucf:51035
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0006269
