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Karen Sedatole

Goizueta Advisory Board Term Professor of Accounting

Atlanta, GA, UNITED STATES

ksedatole@emory.edu

Senior Editor, Journal of Management Accounting Research

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Biography

Karen Sedatole completed her PhD in business administration at the University of Michigan in 2000. Prior to joining the Emory faculty, Sedatole was the Russell E. Palmer Endowed Professor of Accounting at Michigan State University. Her research focuses on the design and effectiveness of performance measurement and reward systems, the role of forecasting and budgetary systems within organizations, and control in interorganizational collaborations. Her articles have been published in a number of leading journals, including Contemporary Accounting Research, the Journal of Management Accounting Research, and The Accounting Review. Sedatole is a two-time recipient of the American Accounting Association Notable Contributions to Management Accounting Research Award and currently serves as senior editor of the Journal of Management Accounting Research.

Areas of Expertise

Reward SystemsPerformance MeasuresInterorganizational CollaborationForecasting

Education

University of Michigan

PhD, Business Administration

2000

University of Texas at Austin

MBA, Business Administration

1989

Baylor University

B.S., Engineering

1987

Media Appearances

How a calibration committee can correct bias in employee evaluations

HR Drive,  online

2018-06-13

Calibration committees can correct performance evaluation scores inflated or deflated by a manager's bias or inconsistent standards, according to a study published by Harvard Business Review. The report examined a multinational organization's use of calibration committees over three years and found that they refined the consistency of the evaluation process, but decreased the variation of the ratings, which complicated the identification of high and low performers.

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Money For Lunch

Bert Martinez's shows  radio

2018-05-01

Karen Sedatole is a Professor of Accounting at Emory University’s Goizueta Business School. Along with accounting research colleagues from the College of William and Mary and the University of Missouri, she has conducted one of the first studies on the use of performance evaluation “calibration committees.” The study Karen is going to tell us about focuses on how to improve the measurement of performance.

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Lenz on Business

Lenz Marketiing  radio

2018-04-28

It’s easy to simply describe accounting as a numbers game, but it’s much more than that. In fact, it’s a multifaceted discipline and one that this week’s guest researches for a living. How does accounting play a role in business forecasting and performance reviews? Award-winning researcher Karen Sedatole answers these and other questions.

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Improving Performance Evaluations

Human Resource Executive  online

2018-04-16

It’s long been known that supervisors often apply different standards during employee evaluations and that personal biases can often slip into the process. However, there is now empirical evidence that calibration committees—which serve to adjust employee ratings assigned by supervisors—are an effective approach to help ensure consistency and fairness across performance ratings, according to a three-year academic study.

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WorkZone: Can your supervisor be trusted to review your work?

Pittsburgh Post-Gazette  print

2018-04-02

Rating the performance of employees can be one of a supervisor’s least favorite tasks. Often times supervisors give better reviews than employees deserve because they want to be liked, play favorites or worry that unfavorable reviews will reflect poorly on their own performance. The reviews are even more complicated when the criteria are subjective — does a person work well with a team or think through complex issues? — rather than objective, like how many widgets does the employee produce each week.

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Third-party risk: How to trust your partners

Journal of Accountancy  online

2016-05-01

Economists once assumed that the new intercompany partnerships of the 1980s and 1990s would give way to mergers and joint ventures. Yet many services and goods today are delivered not by monolithic firms but by sets of companies that bridge sectors and continents. Businesses small and large are relying on networks of allies to reach new markets and capital, creating relationships that are lasting longer than anyone expected. In response, a team of researchers from four universities in the United States and Amsterdam has examined how firms are measuring and controlling risk in this complex new world.

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Why the Big Three Put Too Many Cars on the Lot

CFO.com  online

2012-02-02

Ford, General Motors, and Chrysler used “absorption costing” to make themselves look more profitable, researchers say. But the practice can be costly, and other companies may want to think twice before they follow suit.

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Carrots Are More Powerful Motivators than Sticks, New Research Finds

Incentive Magazine  online

2012-06-25

A new study finds that the promise of an incentive or bonus for a particular performance is not only more likely to create a trusting workplace, but to boost employee performance even in areas that are not being incentivized.

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Employees Motivated By Rewards, Not Penalties

FOXBusiness  online

2012-06-22

The carrot, not the stick, is what that drives productivity in the workplace, according to new research. The study by Michigan State University associate professor of accounting Karen Sedatole revealed that the promise of a reward motivates employees Opens a New Window. more than the threat of a penalty.

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