Managerial Cognition, Action and the Business Model of the FirmThe business model is a cognitive system through which managers decide on their actions.Seeking to clarify the business model concept and promoting its use in management theory and practice, this paper outlines a generic framework for the business model and proposes its many linkages to cognition.

No abstract

No abstract

This paper is concerned with the relationship between strategy, management control systems (MCS), and innovation. MCS are described in terms of a package of controls that is comprised of social networking, organic innovative culture, and formal controls. We develop a path model that proposes that product differentiation is associated with more extensive innovation. It is argued that this association is explained, in part, by paths from product differentiation to the three dimensions of MCS, and then paths from these MCS dimensions to innovation. Using a survey of Russian enterprises we confirm that product differentiation is associated with innovation. Also, product differentiation is associated with each dimension of the MCS. Organic innovative culture and formal controls have direct paths to innovation, while social networking has an effect on innovation by acting indirectly through its connection with organic innovative culture. JEL Classification: M41.

No abstract

We explore whether audit partners' attitude towards risk, as measured by their personal criminal convictions, are reflected in the composition of their client portfolios. Analyzing a unique dataset of Swedish audit partners' criminal convictions, we find that the clients of audit partners with criminal convictions are characterized by greater financial, governance and reporting risk than those of audit partners without criminal convictions. Also, clients of audit partners with criminal convictions pay larger audit fees, on average, than those of auditors without criminal convictions.

No abstract

No abstract