Trading off financial and non-financial performance information to evaluate state-owned enterprise performance – a process tracing-experiment

References

• Aberbach, J. D., R. D. Putnam, and B. A. Rockman. 1981. Bureaucrats and Politicians in Western Democracies. Cambridge, MA: Harvard University Press.
   Google Scholar
• Ackert, L. F., B. K. Church, and P. A. Tkac. 2010. “An Experimental Examination of Heuristic-Based Decision Making in a Financial Setting.” Journal of Behavioral Finance 11(3):135–49. doi: 10.1080/15427560.2010.507155.
   Web of Science ®Google Scholar
• Alexius, S., and J. Cisneros Örnberg. 2015. “Mission(s) Impossible? Configuring Values in the Governance of State-Owned Enterprises.” International Journal of Public Sector Management 28(4/5):286–306. doi: 10.1108/IJPSM-08-2015-0151.
   Web of Science ®Google Scholar
• Anderson, D. M., and B. C. Edwards. 2015. “Unfulfilled Promise: Laboratory Experiments in Public Management Research.” Public Management Review 17(10):1518–42. doi: 10.1080/14719037.2014.943272.
   Web of Science ®Google Scholar
• Anderson, S. W., and S. M. Young. 1999. “The Impact of Contextual and Process Factors on the Evaluation of Activity-Based Costing Systems.” Accounting, Organizations and Society 24(7):525–59. doi: 10.1016/S0361-3682(99)00018-5.
   Web of Science ®Google Scholar
• Askim, J. 2007. “How Do Politicians Use Performance Information? An Analysis of the Norwegian Local Government Experience.” International Review of Administrative Sciences 73(3):453–72. doi: 10.1177/0020852307081152.
   Web of Science ®Google Scholar
• Askim, J. 2009. “The Demand Side of Performance Measurement: Explaining Councillors' Utilization of Performance Information in Policymaking.” International Public Management Journal 12(1):24–47. doi: 10.1080/10967490802649395.
   Web of Science ®Google Scholar
• Ball, A., and J. Bebbington. 2008. “Editorial: Accounting and Reporting for Sustainable Development in Public Service Organizations.” Public Money & Management 28(6):323–6. doi: 10.1111/j.1467-9302.2008.00662.x.
   Web of Science ®Google Scholar
• Bates, D., M. Maechler, B. Bolker, S. Walker, R. H. B. Christensen, H. Singmann, B. Dai, G. Grothendieck, P. Green, and M. B. Bolker. Package ‘lme4’ (R Package Version 1.1–10). CRAN. Retrieved from: https://github.com/lme4/lme4/
   Google Scholar
• Bel, G., T. Brown, and M. Warner. 2014. “Editorial Overview: Symposium on Mixed and Hybrid Models of Public Service Delivery.” International Public Management Journal 17(3):297–307. doi: 10.1080/10967494.2014.935231.
   Web of Science ®Google Scholar
• Bell, C. M., and K. J. Main. 2011. “Deonance and Distrust: Motivated Third Party Information Seeking following Disclosure of an Agent’s Unethical Behavior.” Journal of Business Ethics 102(1):77–96. doi: 10.1007/s10551-011-0801-5.
   Web of Science ®Google Scholar
• Blom-Hansen, J., R. Morton, and S. Serritzlew. 2015. “Experiments in Public Management Research.” International Public Management Journal 18(2):151–70. doi: 10.1080/10967494.2015.1024904.
   Web of Science ®Google Scholar
• Boardman, A. E., and A. R. Vining. 1989. “Ownership and Performance in Competitive Environments: A Comparison of the Performance of Private, Mixed, and State-Owned Enterprises.” The Journal of Law and Economics 32(1):1–33. doi: 10.1086/467167.
   Web of Science ®Google Scholar
• Bracci, E., C. Humphrey, J. Moll, and I. Steccolini. 2015. “Public Sector Accounting, Accountability and Austerity: More than Balancing the Books?” Accounting, Auditing & Accountability Journal 28(6):878–908. doi: 10.1108/AAAJ-06-2015-2090.
   Web of Science ®Google Scholar
• Cardinaels, E., and P. M. G. van Veen-Dirks. 2010. “Financial versus Non-Financial Information: The Impact of Information Organization and Presentation in a Balanced Scorecard.” Accounting, Organizations and Society 35(6):565–78. doi: 10.1016/j.aos.2010.05.003.
   Web of Science ®Google Scholar
• Chen, Y., J. Jermias, and T. Panggabean. 2016. “The Role of Visual Attention in the Managerial Judgment of Balanced-Scorecard Performance Evaluation: Insights from Using an Eye-Tracking Device.” Journal of Accounting Research 54(1):113–46. doi: 10.1111/1475-679X.12102.
   Web of Science ®Google Scholar
• Coursey, D. H. 1992. “Information Credibility and Choosing Policy Alternatives: An Experimental Test of Cognitive-Response Theory.” Journal of Public Administration Research and Theory 2(3):315–31. doi: 10.1093/oxfordjournals.jpart.a037134.
   Google Scholar
• DeBusk, G. K., R. M. Brown, and L. N. Killough. 2003. “Components and Relative Weights in Utilization of Dashboard Measurement Systems like the Balanced Scorecard.” The British Accounting Review 35(3):215–31. doi: 10.1016/S0890-8389(03)00026-X.
   Google Scholar
• Demaj, L., and K. Schedler. 2014. "What Drives Legislators’ Information Behavior? An Eye-Tracking Experiment with Legislators. “Working Paper, available at SSRN: https://ssrn.com/abstract=2494760
   Google Scholar
• Dewenter, K. L., and P. H. Malatesta. 2001. “State-Owned and Privately Owned Firms: An Empirical Analysis of Profitability, Leverage, and Labor Intensity.” American Economic Review 91(1):320–34. doi: 10.1257/aer.91.1.320.
   Web of Science ®Google Scholar
• Doherty, B., H. Haugh, and F. Lyon. 2014. “Social Enterprises as Hybrid Organizations: A Review and Research Agenda.” International Journal of Management Reviews 16(4):417–36. doi: 10.1111/ijmr.12028.
   Web of Science ®Google Scholar
• Esteve, M., D. Urbig, A. van Witteloostuijn, and G. Boyne. 2016. “Prosocial Behavior and Public Service Motivation.” Public Administration Review 76(1):177–87. doi: 10.1111/puar.12480.
   Web of Science ®Google Scholar
• Ezzamel, M., K. Robson, P. Stapleton, and C. McLean. 2007. “Discourse and Institutional Change: ‘Giving Accounts’ and Accountability.” Management Accounting Research 18(2):150–71. doi: 10.1016/j.mar.2007.03.001.
   Google Scholar
• Frederickson, J. R., and J. S. Miller. 2004. “The Effects of Pro Forma Earnings Disclosures on Analysts' and Nonprofessional Investors' Equity Valuation Judgments.” The Accounting Review 79(3):667–86. doi: 10.2308/accr.2004.79.3.667.
   Web of Science ®Google Scholar
• Friedland, R., and R. Alford. 1991. “Bringing Society Back in: Symbols, Practices, and Institutional Contradictions.” Pp. 232–67 in The New Institutionalism in Organizational Analysis, edited by W. W. Powell, and P. J. DiMaggio. Chicago, IL: University of Chicago Press.
   Google Scholar
• Greiling, D., and B. Grüb. 2014. “Sustainability Reporting in Austrian and German Local Public Enterprises.” Journal of Economic Policy Reform 17(3):209–23. doi: 10.1080/17487870.2014.909315.
   Web of Science ®Google Scholar
• Grossi, G.,. U. Papenfuß, and M.-S. Tremblay. 2015. “Corporate Governance and Accountability of State-Owned Enterprises.” International Journal of Public Sector Management 28(4/5):274–85. doi: 10.1108/IJPSM-09-2015-0166.
   Web of Science ®Google Scholar
• Grossi, G., and C. Reichard. 2008. “Municipal Corporatization in Germany and Italy.” Public Management Review 10(5):597–617. doi: 10.1080/14719030802264275.
   Web of Science ®Google Scholar
• Grossi, G., and A. Thomasson. 2015. “Bridging the Accountability Gap in Hybrid Organizations: The Case of Copenhagen Malmö Port.” International Review of Administrative Sciences 81(3):604–20. doi: 10.1177/0020852314548151.
   Web of Science ®Google Scholar
• Johansson, T., and S. Siverbo. 2009. “Explaining the Utilization of Relative Performance Evaluation in Local Government: A Multi‐Theoretical Study Using Data from Sweden.” Financial Accountability & Management 25(2):197–224. doi: 10.1111/j.1468-0408.2009.00474.x.
   Google Scholar
• Johnson, E. J., M. Schulte-Mecklenbeck, and M. C. Willemsen. 2008. “Process Models Deserve Process Data: Comment on Brandstätter, Gigerenzer, and Hertwig (2006).” Psychological Review 115(1):263–73. doi: 10.1037/0033-295X.115.1.263.
   PubMed Web of Science ®Google Scholar
• Kaplan, R. S., and D. P. Norton. 1992. “The Balanced Scorecard - Measures That Drive Performance.” Harvard Business Review 70(1):71–9.
   PubMed Web of Science ®Google Scholar
• Kickert, W. 2012. “State Responses to the Fiscal Crisis in Britain, Germany and The Netherlands.” Public Management Review 14(3):299–309. doi: 10.1080/14719037.2011.637410.
   Web of Science ®Google Scholar
• Kickert, W. J. M. 2001. “Public Management of Hybrid Organizations: Governance of Quasi-Autonomous Executive Agencies.” International Public Management Journal 4(2):135–50. doi: 10.1016/S1096-7494(01)00049-6.
   Google Scholar
• Kloot, L., and J. Martin. 2000. “Strategic Performance Management: A Balanced Approach to Performance Management Issues in Local Government.” Management Accounting Research 11(2):231–51. doi: 10.1006/mare.2000.0130.
   Google Scholar
• Kole, Stacey R., and J. H. Mulherin. 1997. “The Government as a Shareholder: A Case from the United States.” The Journal of Law and Economics 40(1):1–22. doi: 10.1086/467364.
   Web of Science ®Google Scholar
• Kroll, A. 2014. “Why Performance Information Use Varies among Public Managers: Testing Manager-Related Explanations.” International Public Management Journal 17(2):174–201. doi: 10.1080/10967494.2014.905409.
   Web of Science ®Google Scholar
• Kroll, A. 2015. “Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research.” Public Performance & Management Review 38(3):459–86. doi: 10.1080/15309576.2015.1006469.
   Web of Science ®Google Scholar
• Kroll, A., and D. Vogel. 2014. “The PSM – Leadership Fit: A Model of Performance Information Use.” Public Administration 92(4):974–91. doi: 10.1111/padm.12014.
   Web of Science ®Google Scholar
• Lamprinidi, S., and N. Kubo. 2008. “Debate: The Global Reporting Initiative and Public Agencies.” Public Money & Management 28(6):326–9. doi: 10.1111/j.1467-9302.2008.00663.x.
   Web of Science ®Google Scholar
• Landsbergen, D., D. H. Coursey, S. Loveless, and R. F. Shangraw. 1997. “Decision Quality, Confidence, and Commitment with Expert Systems: An Experimental Study.” Journal of Public Administration Research and Theory 7(1):131–58. doi: 10.1093/oxfordjournals.jpart.a024336.
   Google Scholar
• Liguori, M., M. Sicilia, I. Steccolini. 2012. “Some like It Non-Financial ….” Public Management Review 14(7):903–22. doi: 10.1080/14719037.2011.650054.
   Web of Science ®Google Scholar
• Lipe, M. G., and S. E. Salterio. 2000. “The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures.” The Accounting Review 75 (3):283–98. doi: 10.2308/accr.2000.75.3.283.
   Web of Science ®Google Scholar
• MacAvoy, P. W., W. T. Stanbury, G. Yarrow, and R. J. Zeckhauser, eds. 2012. Privatization and State-Owned Enterprises: Lessons from the United States, Great Britain and Canada. Vol. 6, Rochester Studies in Economics and Policy Issues New York, NY: Springer Science & Business Media.
   Google Scholar
• Martin, S., and D. Parker. 1995. “Privatization and Economic Performance throughout the UK Business Cycle.” Managerial and Decision Economics 16(3):225–37. doi: 10.1002/mde.4090160305.
   Google Scholar
• Megginson, W. L., R. C. Nash, and M. van Randenborgh. 1994. “The Financial and Operating Performance of Newly Privatized Firms: An International Empirical Analysis.” The Journal of Finance 49(2):403–52. doi: 10.1111/j.1540-6261.1994.tb05147.x.
   Web of Science ®Google Scholar
• Melkers, J., and K. Willoughby. 2005. “Models of Performance‐Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects.” Public Administration Review 65(2):180–90. doi: 10.1111/j.1540-6210.2005.00443.x.
   Web of Science ®Google Scholar
• Meyer, R. E., M. A. Höllerer, and S. Leixnering. 2018. “A Question of Value(S): Political Connectedness and Executive Compensation in Public Sector Organizations.” International Public Management Journal 21(3):477–500. doi: 10.1080/10967494.2015.1094162.
   Web of Science ®Google Scholar
• Moynihan, D. P. 2008. The Dynamics of Performance Management: Constructing Information and Reform. Washington, DC: Georgetown University Press.
   Google Scholar
• Moynihan, D. P. 2015. “Uncovering the Circumstances of Performance Information Use Findings from an Experiment.” Public Performance & Management Review 39(1):33–57. doi: 10.1080/15309576.2016.1071160.
   Web of Science ®Google Scholar
• Moynihan, D. P., P. A. Nielsen, and A. Kroll. 2017. “Managerial Use of Performance Data by Bureaucrats and Politicians.” Pp. 244–69 in Experiments in Public Management Research: Challenges and Contributions, edited by G. G. van Ryzin, O. James, and S. R. Jilke. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Moynihan, D. P., and S. K. Pandey. 2010. “The Big Question for Performance Management: Why Do Managers Use Performance Information?” Journal of Public Administration Research and Theory 20(4):849–66. doi: 10.1093/jopart/muq004.
   Web of Science ®Google Scholar
• Nelson, H. W., and W. Nikolakis. 2012. “How Does Corporatization Improve the Performance of Government Agencies? Lessons from the Restructuring of State-Owned Forest Agencies in Australia.” International Public Management Journal 15(3):364–91. doi: 10.1080/10967494.2012.725323.
   Web of Science ®Google Scholar
• Nielsen, P. A., and M. Baekgaard. 2015. “Performance Information, Blame Avoidance, and Politicians' Attitudes to Spending and Reform: Evidence from an Experiment.” Journal of Public Administration Research and Theory 25(2):545–69. doi: 10.1093/jopart/mut051.
   Web of Science ®Google Scholar
• Nitzl, C., D. Hilgers, B. Hirsch, and D. Lindermüller. 2020. “The Influence of the Organizational Structure, Environment, and Resource Provision on the Use of Accrual Accounting in Municipalities.” Schmalenbach Business Review 72(2):271–98. doi: 10.1007/s41464-020-00086-y.
   Google Scholar
• OECD. 2015. OECD Guidelines on Corporate Governance of State-Owned Enterprises, 2015 Edition. Paris, France: OECD Publishing.
   Google Scholar
• Oliver, C. 1991. “Strategic Response to Institutional Processes.” Academy of Management Review 16(1):145–79. doi: 10.5465/amr.1991.4279002.
   Web of Science ®Google Scholar
• Pache, A. C., and F. Santos. 2013. “Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics.” Academy of Management Journal 56(4):972–1001. doi: 10.5465/amj.2011.0405.
   Web of Science ®Google Scholar
• Pandey, S. K. 2010. “Cutback Management and the Paradox of Publicness.” Public Administration Review 70(4):564–71. doi: 10.1111/j.1540-6210.2010.02177.x.
   Web of Science ®Google Scholar
• Papenfuß, U. 2014. “How (Should) Public Authorities Report on State-Owned Enterprises for Financial Sustainability and Cutback Management—A New Quality Model.” Public Money & Management 34(2):115–22.
   Web of Science ®Google Scholar
• Payne, J. W., J. R. Bettman, and E. J. Johnson. 1993. The Adaptive Decision Maker. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Picot, A., and T. Kaulmann. 1989. “Comparative Performance of Government-Owned and Privately-Owned Industrial Corporations - Empirical Results from Six Countries.” Journal of Institutional and Theoretical Economics 145(2):298–316.
   Web of Science ®Google Scholar
• Pollitt, C. 2010. “Cuts and Reforms — Public Services as We Move into a New Era.” Society and Economy in Economy 32(1):17–31. doi: 10.1556/SocEc.32.2010.1.3.
   Google Scholar
• Saliterer, I., and S. Korac. 2013. “Performance Information Use by Politicians and Public Managers for Internal Control and External Accountability Purposes.” Critical Perspectives on Accounting 24(7-8):502–17. doi: 10.1016/j.cpa.2013.08.001.
   Web of Science ®Google Scholar
• Schauß, J., B. Hirsch, and M. Sohn. 2014. “Functional Fixation and the Balanced Scorecard.” Journal of Accounting & Organizational Change 10(4):540–66. doi: 10.1108/JAOC-11-2012-0114.
   Google Scholar
• Schulte-Mecklenbeck, M., M. Sohn, E. de Bellis, N. Martin, and R. Hertwig. 2013. “A Lack of Appetite for Information and Computation. Simple Heuristics in Food Choice.” Appetite 71(1):242–51. doi: 10.1016/j.appet.2013.08.008.
   PubMedGoogle Scholar
• Sicilia, M., and I. Steccolini. 2017. “Public Budgeting in Search for an Identity: State of the Art and Future Challenges.” Public Management Review 19(7):905–10. doi: 10.1080/14719037.2016.1243809.
   Web of Science ®Google Scholar
• Skelcher, C., and S. R. Smith. 2015. “Theorizing Hybridity: Institutional Logics, Complex Organizations, and Actor Identities: The Case of Nonprofits.” Public Administration 93(2):433–48. doi: 10.1111/padm.12105.
   PubMed Web of Science ®Google Scholar
• Sohn, M., W. Sohn, T. Klaas-Wissing, and B. Hirsch. 2015. “The Influence of Corporate Social Performance on Employer Attractiveness in the Transport and Logistics Industry.” International Journal of Physical Distribution & Logistics Management 45(5):486–505. doi: 10.1108/IJPDLM-07-2014-0150.
   Web of Science ®Google Scholar
• Swiatczak, M., M. Morner, and N. Finkbeiner. 2015. “How Can Performance Measurement Systems Empower Managers? an Exploratory Study in State-Owned Enterprises.” International Journal of Public Sector Management 28(4/5):371–403. doi: 10.1108/IJPSM-08-2015-0142.
   Web of Science ®Google Scholar
• Ter Bogt, H. J. 2004. “Politicians in Search of Performance Information? - Survey Research on Dutch Aldermen's Use of Performance Information.” Financial Accountability and Management 20(3):221–52. doi: 10.1111/j.0267-4424.2004.00387.x.
   Google Scholar
• Tetlock, P. E. 1985. “Accountability: The Neglected Social Context of Judgment and Choice.” Research in Organizational Behavior 7(1):297–332.
   Google Scholar
• Thornton, P. H., W. Ocasio, 2012. and, and M. Lounsbury. “Introduction to the Institutional Logics Perspective.” Pp. 1–18 in The Institutional Logics Perspective: A New Approach to Culture, Structure and Process, edited by P. H. Thornton, W. Ocasio, and M. Lounsbury. Oxford, UK: Oxford University Press.
   Google Scholar
• Van Dooren, W., G. Bouckaert, 2015. and, and J. Halligan. Performance Management in the Public Sector. 2nd ed., Routledge Masters in Public Management. London, UK: Routledge.
   Google Scholar
• Vining, A. R. 2011. “Public Agency External Analysis Using a Modified “Five Forces” Framework.” International Public Management Journal 14(1):63–105. doi: 10.1080/10967494.2011.547819.
   Web of Science ®Google Scholar
• Vining, A. R., and A. E. Boardman. 1992. “Ownership versus Competition: Efficiency in Public Enterprise.” Public Choice 73(2):205–39. doi: 10.1007/BF00145092.
   Web of Science ®Google Scholar
• Vining, A. R., A. E. Boardman, and M. A. Moore. 2014. “The Theory and Evidence Pertaining to Local Government Mixed Enterprises.” Annals of Public and Cooperative Economics 85(1):53–86. doi: 10.1111/apce.12029.
   Google Scholar
• Weber, M., G. Roth, and C. Wittich. 1978. Economy and Society: An Outline of Interpretive Sociology. Berkeley, CA: University of California Press.
   Google Scholar
• Wedell, D. H., and S. M. Senter. 1997. “Looking and Weighting in Judgment and Choice.” Organizational Behavior and Human Decision Processes 70(1):41–64. doi: 10.1006/obhd.1997.2692.
   PubMed Web of Science ®Google Scholar
• Willemsen, M. C., and E. J. Johnson. 2011. “Visiting the Decision Factory: Observing Cognition with MouselabWEB and Other Information Acquisition Methods.” Pp. 21–42 in A Handbook of Process Tracing Methods for Decision Research: A Critical Review and User’s Guide, edited by M. Schulte-Mecklenbeck, A. Kühberger, and R. Ranyard. New York, NY: Taylor & Francis.
   Google Scholar
• Wolman, H., and D. Spitzley. 1996. “The Politics of Local Economic Development.” Economic Development Quarterly 10(2):115–50. doi: 10.1177/089124249601000201.
   Web of Science ®Google Scholar
• Zaltsman, A. 2009. “The Effects of Performance Information on Public Resource Allocations: A Study of Chile's Performance-Based Budgeting System.” International Public Management Journal 12(4):450–83. doi: 10.1080/10967490903328931.
   Web of Science ®Google Scholar