Control in a Teamwork Environment—The Impact of Social Ties on the Effectiveness of Mutual Monitoring Contracts

By Kristy L. Towry. 2003

263 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/13308c2d7c2553546dfc175a3f1a612e56aa25bc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Michael D. Shields
2. Joan Luft
3. Venkataraman M. Iyer
4. E. Bamber
5. Matthew Hall
6. Klaus Derfuss
7. A. Jokipii
8. Frank Selto

In Management Science and Operations Research

1. Venkataraman M. Iyer
2. E. Bamber
3. Michael D. Shields
4. Joan Luft

In Safety Research

1. Michael D. Shields
2. Joan Luft
3. Venkataraman M. Iyer
4. E. Bamber
5. Lionel P. Robert Jr.
6. Alan R. Dennis
7. Manju K. Ahuja
8. Geoffrey B. Sprinkle

Citations in the corpus

• Psychology Models of Management Accounting (2010, background): “For example, the most effective MA control system for an organization in which some individuals value honest communication or social identity will be different from the most effective system for an organization in which no individuals have such preferences (Evans et al., 2001; Towry, 2003).”
• Auditors' Identification with Their Clients and its Effect on Auditors' Objectivity (2007, background): “6 King (2002) reports experimental evidence that a sense of social identity among auditors partially counters the self-serving biases suggested to compromise auditors’ objectivity, and Towry (2003) finds that team identity affects an incentive system’s effectiveness.”
• Fifty-Year Overview of Judgment and Decision-Making Research in Accounting (2011, unknown): “Drawing on social identity theory, Towry (2003) examined whether the effectiveness of mutual peer monitoring would be affected by whether group members identified strongly as a team or as individuals.”
• Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, background): “Strong team identification increases the amount and effectiveness of communication and information exchange among team members (Towry 2003).”
• Organizational change: Motivation, communication, and leadership effectiveness (2009, background): “Recent studies have reported an ever-increasing number of firms using teams to accomplish organizational tasks in response to serious challenges posed by a dynamic global economy (Oh, Chung, & Labiance, 2004; Towry, 2003).”