Most contemporary organisations and societies are faced with a common paradox: information systems are constantly improving and users are receiving more and more systems based information but still they suffer from the inability to get sufficient personal feedback. In management accounting, feedback has traditionally been viewed rather mechanistically - as a formal control loop between goals and measured performance using formal accounting and information systems, such as the balanced scorecard (BSC). We suggest feedback should be considered as a wider concept, one that includes many types of feedback flows, both formal and informal, which all influence how effectively organisations are managed towards common goals. (PDF 263KB)

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