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The successful management of the purchaser-provider relationship is essential for the effective delivery of public services, and entails the use of both transactional and relational approaches. We herein analyse the degree and complementarity of transactional and relational management control systems in the management of purchaser-provider relationships for the successful delivery of public services using evidence from 12 US case studies. We demonstrate that transactional and relational management control systems are controlled differently in order to improve contracting efficiency. We also show how a combination of these management control systems offers a framework for structured public accountability and service flexibility. [ABSTRACT FROM AUTHOR]

• A digital mindset allows companies to embrace technological advancements. • Agile companies use technological advancements to adjust their organisational structure. • The automotive sector is required to deliver a quick response to customers' needs. • Customer agility allows companies to profile their customers in real time. In this study, the impact of customer agility and digitalisation in restructuring an automotive company and its daily operations was explored. Drawing on agility literature, we provide an empirical case study with the purpose of exploring how agility and digital transformation interconnect with one another. Our research confirms the importance of a digital mindset, flexible and agile company structure, and extensive digital skills for digital transformation. Furthermore, modern automotive companies must leverage strong IT infrastructures to maintain massive data gathered daily, both online and offline.Theoretically, our research highlights the interplay between digitalisation and customer agility and contributes to said literature stream, as it supports existing theories on organisational traits that favour agility and digitalisation. Specifically, this study extensively reveals how IT systems allow companies to interact with their environments quickly, manage real-time data streams and adapt accordingly. In practice, this study can serve as the best example for managers and practitioners, especially considering the context in which it occurred. In addition, the automotive industry is, until now, one of the most active, competitive and ever-changing sectors. Finally, this study's limitation lies within its scope; its implications may not be generalised since it focuses on the automotive industry. [ABSTRACT FROM AUTHOR]

The recent series of corporate scandals has resulted in an unprecedented crisis in accounting. Investors have lost faith in financial statements on the assumption that 'cooking the books' has become a routine practice in corporate America. Restoring the credibility of financial reporting is clearly an urgent priority, as indicated by the passage of the Sarbanes-Oxley Act, which mandates that chief executive officers personally certify the accuracy of their firms' financial statements. The approach being contemplated by the accounting profession itself is a shift away from the rules-based approach to financial accounting standards used by US Generally Accepted Accounting Principles towards the principles-based approach of International Accounting Standards. Both these initiatives draw attention to the fact that accounting standards are only useful and effective if they are actually implemented by firms in the way the standard setter intended. In other words, the need to ensure implementation of accounting standards by managers who have an incentive to beat analysts' earnings forecasts means that accounting standards have a management-control component. In this paper the authors put forward an ex. post perspective on accounting-standard implementation that places the problem clearly within the domain of control theory. That in turn implies that, to ensure compliance by management, standard setters can make use of the powerful tools that control theory provides - the four levers of control: belief, boundary, diagnostic and interactive control systems. The authors' control perspective provides new insights into accounting standard setting, including the need for both belief and boundary controls rather than reliance on one alone. Of even greater potential significance is the implication this management-control perspective has for the Sarbanes- Oxley Act's section 404 requirement for management and auditor assurance on the effectiveness of a firm's internal controls over financial reporting. A management-control perspective can provide a much-needed framework within which the COSO (The Committee of Sponsoring Organizations of the Treadway Commission) standards can be applied, avoiding an excessive focus on the existence and documentation of controls and increasing their efficacy. [ABSTRACT FROM AUTHOR]