Mandy Cheng
School of Accounting, Auditing and Taxation - PhD Accounting, UNSW | MCom (Hons), UNSW | BCom (Hons), UNSW | FCPA (Aust)
Mandy Cheng joined the school in 1998. Prior to her appointment Mandy worked as an accountant with BHP. Her research interests include strategic performance management systems such as the balanced scorecard, capital investment decisions, incentive and compensation scheme designs, the use of accounting information in negotiations, and Integrated Reporting.
Mandy's editorial experiences include: Editor of Accounting and Finance, Guest Editor/Editorial Board member of Journal of Management Accounting Research and Associate Editor of Behavioral Research in Accounting (2011-2013). She is the international member at-large of the American Accounting Association Council, executive member of AFAANZ Management Accounting Special Interest Group (Management Accounting) and from 2011-2014, a Director of AFAANZ (Accounting and Finance Association of Australia and New Zealand). Mandy is also a member of Professional Qualification Advisory Committee of CPA Australia.
From This Author
Facing pay cuts in a crisis, employees focus on ‘greater good’
Performance-based pay cuts lead to higher collective performance during economic crises compared to equal-share cuts, but only under certain conditions
How organisations can tackle unconscious bias in decision-making
Organisations can combat unconscious bias, particularly in the form of strategy surrogation, by adopting flexibility in their performance metrics
Four ways to make better business decisions in challenging times
How can leaders can make better business decisions on key issues in the current economic environment? UNSW Business School’s Mandy Cheng and Kerry Humphreys outline a four-step process
Are balanced scorecards fit for the disruption era?
New research adds risk assessment to a common performance tool
Why initial trust is more than getting to know you
Relationships with new suppliers are a key to future profits