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The purpose of this paper is to uncover the importance of several variables centered around partnership in renewable energy (RE) projects. The concept developed earlier is applied to the project environment to identify interrelations between external and internal drivers, project partnership, resources and project success. A framework consisting of logical chain to project success is proposed.

The study derived the concepts and variables of RE projects’ partnership from the academic literature. The methodology of the case study was used to gain insights in relation to the variables in the logical chain of the proposed framework, suggesting that certain external/internal drivers direct diverse stakeholders to a partnership.

RE technologies are not commodities and require involvement of different stakeholders, who directly or indirectly are impacted by implementation of the RE projects. For the project to be a success, it is critical to involve the stakeholders early in the process and induce partnership synergy, through which dynamic capabilities and implementation mechanisms are capitalized upon as resources to achieve project success.

There appears to be no specific framework directly linking partnership synergy and project success; their relationships are only indirectly inferred. Focusing on project-level activities of public and private stakeholders the paper proposes a framework that conceptualizes relationships among external/internal drivers, partnership, resources and project success/performance. This could be a promising future research direction, helping technology project stakeholders maximize their returns by realizing full advantage of collaboration and partnership

In this study we examine the oversight responsibilities of audit committees in the post Sarbanes‐Oxley Act of 2002 (SOX) era. The results show that audit committee oversight responsibilities assigned and disclosed in proxy statements expanded post‐SOX compared to pre‐SOX. We design a survey instrument to measure the difference between the perceived oversight responsibilities of audit committee members and the oversight responsibilities actually assigned in the proxy. Our results indicate that although audit committees made a substantial commitment to increase their assigned responsibilities over the period of 2001 to 2004, they still need to do more to meet the many additional challenges facing them in a post‐SOX environment. Overall, our results suggest that the intent of SOX‐for audit committees to be more involved and active in the oversight role of an organization‐is becoming institutionalized. These results should be interesting to policy makers, a variety of interest groups, and accounting researchers.

Decision-making rationality is said to be bounded by managers’ cognitive capabilities. Recent studies indicate that accounting functions evolved to augment the cognitively bounded human brain in handling complex economic exchanges. The neuroscience discipline suggests that human brains have the ability to implement “automatic” processes of positive versus negative emotional stimuli to make rational decisions. Neuroscientific evidence shows that the activations in the ventral striatum decrease with negative emotional information/motives and increase with positive emotional information/motives. The authors, hence, argue that our understanding of the decision-making rationality in financial and managerial decisions could be enhanced by using a functional neuroimaging approach.

Decision-making rationality has been focal in debt covenant violation and earnings management research. The contracting theory predicts a relationship between managers’ decisions and the proximity of violating debt covenants. However, no prior research has investigated brain activities associated with the evaluation of debt covenant violation and earnings management. Meanwhile, in another strand of research, there is an extensive prior literature concerning the consequences of managers’ decisions and the use of accounting information in relation to their evaluative style, i.e., supervisory style. The authors argue that the relationship between the proximity to debt covenants violation and earnings management incentives is contingent upon managers’ supervisory style. However, no previous research has examined the impact of the supervisory style on earnings management in the context of the proximity to debt covenants violation and other earnings management incentives.

In this research note, we argue that neuroaccounting could be relied on to examine the relationship between the proximity to debt covenants and earnings management, contingent upon managers’ supervisory style, by capturing brain activities. The adoption of the neuroscience functional neuroimaging approach in this field should contribute to the understanding of managers’ behaviors and provide implications for research and practitioners. The goal of this research note is to provide a new avenue for future research in this field.

We examine the earnings management implications of using nonfinancial performance measures (NFPM) in executive compensation contracts. We argue and test that when a manager's compensation is based on financial and NFPM, he/she has less incentive to manipulate earnings to maximize compensation. Using panel data covering the period 1992–2005, we compare earnings management behavior for a sample of firms that used both financial and nonfinancial measures to a matched sample of firms that based their performance measurement solely on financial measures. The results are mainly consistent with a reduction in earnings management behavior for those firms that rely on NFPM in their compensation contracts.

The purpose of this paper is to examine the relative and incremental information content of a cash recovery‐based measure of performance, the estimated internal rate of return, vs an earnings‐based measure of performance, return on assets, in explaining firms' economic performance.

The paper uses the cash recovery rate that is based on continuous time analysis and U‐shaped cash flows to derive the estimated internal rate of return and compare it to return on assets. A cross‐sectional sample was used over a short interval (year 1993 and year 2005) and a time‐series sample (1993‐2005) to empirically examine the relative and incremental information content of the competing measures. Tobin's q and stock returns are used as performance benchmarks.

The results of the empirical tests indicate that the estimated internal rate of return provides better relative and incremental information content over earnings‐based measures of performance. Specifically, the empirical evidence shows that the estimated internal rate of return is consistently positively related to Tobin's q and stock returns over all measurement intervals.

These results imply that earnings‐based performance measures are less value relevant compared to cash recovery‐based measures. There are some limitations that may apply to this study. First, the systematic measurement error in estimating the cash recovery rate may not be independent of the measurement error in the estimated internal rate of return. Second, the performance benchmarks used in the study are not free from problems. Particularly, the return on assets is influenced by firms' rate of growth and the Tobin's q is not a perfect measure of business performance. Therefore, one avenue of future research is to assess the usefulness of financial accounting data for analysts forecast. Moreover, future research may also examine the role of institutional changes in financial reporting and its effect on the quality of earnings and economic performance.

This paper presents extended research on cash recovery‐based vs earnings‐based metrics as proxies for economic return using improved research designs, larger samples and new sensitivity analyses.

The purpose of this paper is to propose a theoretical framework for renewable energy (RE) technology commercialization and partnership synergy. The interrelations/influences between external/internal factors, stakeholders’ partnership synergy, and resources in the form of dynamic capabilities and implementation mechanisms are used in this framework to explore the path toward overcoming non-technical barriers for RE technologies commercialization success.

Prior relevant research/literature is reviewed to derive the proposed theoretical framework constructs, while insight information on relationship between them is gained through case study methodology. The results of four case studies along with 16 validity/checkpoint interviews were used to support/reject 25 propositions linking the constructs.

The findings of the study supported 24 out of 25 propositions representing these relations, whereas one was rejected. The framework suggests that partnership synergy, if achieved, produces a unique internal and external resource combination that will result in successful technology commercialization.

This study is limited to RE technologies and did not focus individually on non-technical barriers. Future research may extend into other industries and explore the impact of partnership synergy on each non-technical barrier of technology commercialization.

Due to absence of economic theory of synergy there is a gap in academic literature regarding partnership between stakeholders of innovative technologies, the level of its synergy and their relation to successful commercialization. The study attempts to fill this gap to some extent through the produced theoretical framework, which might also help a broad array of RE projects’ participants maximize the returns by realizing full advantage of collaboration with other stakeholders.

The purpose of this paper is to examine whether the implementation of ERP impacts both business strategy and organizational capabilities which in turn enhance firm performance. Specifically, the paper investigates the mediating effect of business strategy and organizational capabilities on the relationship between ERP implementation and firm performance.

Using secondary data collected from more than 400 firms, this study tests the relationships among these variables.

ERP implementation has a positive impact when a firm employs a prospector business strategy. A prospector business strategy enhances the firm's ability to achieve organizational capabilities and enables the firm to achieve higher levels of financial performance.

ERP implementation encourages and supports a prospector strategy. ERP not only supports cost control, but also supports new product development and introductions. The prospector firm seeks better information to support decision making, develop new and innovative products that drive revenue growth, and build efficient and effective operations that enhance return on assets.

This paper reports the mediating effect of business strategy and organizational capabilities on the relationship between ERP implementation and firm performance. This study uses cybernetic control, resource‐based view of firm, and dynamic capabilities theories to develop and integrate this research.