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Relevant bibliographies by topics / Managerial control

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Academic literature on the topic 'Managerial control'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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Journal articles on the topic "Managerial control"

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Mullakhmetov, Khanif. "Control in the system of managerial decisions procedures: a conceptual view." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 203–15. http://dx.doi.org/10.21511/ppm.14(3-1).2016.07.

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The aim of this study is to investigate the role of control and develop the common approaches to the control in a key area of management – the organization of the process of preparation, adoption and implementation of managerial decisions, which could serve as the basis for creating and maintaining an efficient system of control in organizations and a reference for solving problems in a variety of managerial situations. The structured analysis of the necessary and sufficient set of stages (phases) and the procedures of development, adoption and implementation of managerial decisions that ensure the managerial cycle have allowed the author to evaluate the role and place of the stages and procedures, specify the role of control in the process of management, and the relationship of the control and other managerial procedures. Understanding the characteristics of the relationships and the role of control can be required by the management in order to create a system of control taking into account the specifics of the organization. Analysis of the “managerial” and “executive” decisions allowed the author to identify the ratio of different types of control at their implementation. Interconnection between development technologies, adoption and implementation of managerial decisions and control procedures provides some practical importance for management. The results of the study can be used by management of various organizations to develop common approaches to solving problems in various managerial situations, using the conclusions drawn by the author. Keywords: management, control, managerial decisions, purpose of the managerial decision, problem. JEL Classification: M19, L29, D80

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Raelin, Joseph A. "The End of Managerial Control?" Group & Organization Management 36, no. 2 (December 31, 2010): 135–60. http://dx.doi.org/10.1177/1059601110391252.

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Bartollas, Clemens, Stuart J. Miller, and Simon Dinitz. "Managerial Styles and Institutional Control." Youth Violence and Juvenile Justice 5, no. 1 (January 2007): 57–70. http://dx.doi.org/10.1177/1541204006295165.

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Stulz, RenéM. "Managerial control of voting rights." Journal of Financial Economics 20 (January 1988): 25–54. http://dx.doi.org/10.1016/0304-405x(88)90039-6.

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Hirota, Shinichi, and Kohei Kawamura. "Managerial control inside the firm." Journal of the Japanese and International Economies 21, no. 3 (September 2007): 324–35. http://dx.doi.org/10.1016/j.jjie.2006.08.003.

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Rantakari, Heikki. "Employee Initiative and Managerial Control." American Economic Journal: Microeconomics 4, no. 3 (August 1, 2012): 171–211. http://dx.doi.org/10.1257/mic.4.3.171.

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I analyze the impact of managerial involvement and the allocation of authority on employee initiative in a setting where both a manager and an employee can originate new ideas for implementation. I show that employee initiative is maximized through the combination of formal authority and limited but positive levels of involvement by the manager, a result which thus qualifies the motivational advantages of both formal delegation and a hands-off management strategy. This result arises through an indirect monitoring role played by managerial involvement that has been absent in previous frameworks, and the implications of which for the optimal organizational arrangement are further analyzed. (JEL D23, M12, M54)

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Dermer, J. D., and R. G. Lucas. "The illusion of managerial control." Accounting, Organizations and Society 11, no. 6 (January 1986): 471–82. http://dx.doi.org/10.1016/0361-3682(86)90031-0.

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Scherer, F. M. "Managerial Control and Executive Compensation." Review of Industrial Organization 56, no. 2 (February 9, 2019): 315–27. http://dx.doi.org/10.1007/s11151-019-09691-9.

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McKenna, Steve, Lucia Garcia‐Lorenzo, and Todd Bridgman. "Managing, managerial control and managerial identity in the post‐bureaucratic world." Journal of Management Development 29, no. 2 (February 9, 2010): 128–36. http://dx.doi.org/10.1108/02621711011019260.

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Gomez-Mejia, L. R., H. Tosi, and T. Hinkin. "MANAGERIAL CONTROL, PERFORMANCE, AND EXECUTIVE COMPENSATION." Academy of Management Journal 30, no. 1 (March 1, 1987): 51–70. http://dx.doi.org/10.2307/255895.

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Dissertations / Theses on the topic "Managerial control"

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Novaes, Walter. "Managerial incentives and corporate control." Thesis, Massachusetts Institute of Technology, 1993. http://hdl.handle.net/1721.1/12595.

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Navajas, Fernando Heberto. "Managerial incentives and control in public enterprises." Thesis, University of Oxford, 1985. http://ora.ox.ac.uk/objects/uuid:3cde1ba9-e00b-41e0-9833-1b0809f7b4fa.

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The subject matter of the thesis is the study of managerial incentive schemes for public enterprises. The problem of incentives and control is characterized in Chapter I stressing asymmetric information and preferences between principal (Minister) and agent (Manager). Chapter II reconsiders the findings of some previous works on the use of simple mechanisms under certainty and it shows that incentive problems may be solved with a pure-rent type contract. One of the parameters of the contract (profit-sharing ratio) is central to the enforcement of 'managerial' efficiency while the relative weights given to profit and (an approximation to) consumer surplus will influence optimal pricing decisions. This feature is maintained in a risky environment (Chapter III) although reinterpreted in a second-best fashion due to the trade-off between incentives and risk-sharing. The weights given to each side of the contract depend on the impact of price changes upon the degree of profit-uncertainty and the managerially self-selected level of effort. In addition it is shown that, when providing incentives, the Minister will depart from the pricing rule derived under full information. Chapter IV shows that these results are valid when capacity choice and non-price rationing issues become relevant. Chapter V attempts to integrate the issues of performance indicators and efficiency audits into the previous framework. It is shown that there must exist an upper limit to the admissible number of performance indicators and that efficiency audits can be designed as conditional investigation procedures and used according to an expected cost-benefit characterization. Some central underlying factors affecting the form of the optimal investigation strategy are identified. Finally, Chapter VI attempts to consider the previous results and their implications within a brief discussion of U.K. policy for public enterprises in the last decades.

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Shaw, Eric. "Managerial control in the Labour Party 1951-1986." Thesis, University of Manchester, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.294015.

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Khalaf, Haifa Mohammmed Jaafer. "Managerial motives in the market for corporate control." Thesis, London School of Economics and Political Science (University of London), 1997. http://etheses.lse.ac.uk/2233/.

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The study examines the impact of corporate takeover activities upon managerial and non-managerial remuneration in the acquiring companies. A regression model is empirically tested on a large panel data from LSE FT-All Share Index list for the period 1980 through 1992. The data is collected through DATASTREAM (361 companies) and also supplemented by a survey conducted by the researcher on Executive Share Options in a sample of organisations size 79 companies. The remuneration measures are regressed separately onto a common set of exogenous variables which measure corporate acquisition activities, size, performance and governance. The model thus is also employed to provide an explanation of the impact of corporate size, performance and governance upon managerial and non-managerial remuneration. The relationship is examined using Arellano and Bond's Generalised Method of Moments estimators after accounting for some of the statistical problems encountered when modelling the data. The findings of this study reveal that corporate size and acquisition activities are significantly related to managerial remuneration. The results also suggest that non-managerial remuneration is not significantly related to corporate acquisition but instead to corporate size, performance and governance.

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Bogotch, Ira Elliot. "A model of school managerial control : the systematic analysis of managerial behaviors, processes, and indicators." FIU Digital Commons, 1989. http://digitalcommons.fiu.edu/etd/1769.

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The theoretical construct of control has been defined as necessary (Etzioni, 1965), ubiquitous (Vickers, 1967), and on-going (E. Langer, 1983). Empirical measures, however, have not adequately given meaning to this potent construct, especially within complex organizations such as schools. Four stages of theory-development and empirical testing of school building managerial control using principals and teachers working within the nation's fourth largest district are presented in this dissertation as follows: (1) a review and synthesis of social science theories of control across the literatures of organizational theory, political science, sociology, psychology, and philosophy; (2) a systematic analysis of school managerial activities performed at the building level within the context of curricular and instructional tasks; (3) the development of a survey questionnaire to measure school building managerial control; and (4) initial tests of construct validity including inter-item reliability statistics, principal components analyses, and multivariate tests of significance. The social science synthesis provided support of four managerial control processes: standards, information, assessment, and incentives. The systematic analysis of school managerial activities led to further categorization between structural frequency of behaviors and discretionary qualities of behaviors across each of the control processes and the curricular and instructional tasks. Teacher survey responses (N=486) reported a significant difference between these two dimensions of control, structural frequency and discretionary qualities, for standards, information, and assessments, but not for incentives. The descriptive model of school managerial control suggests that (1) teachers perceive structural and discretionary managerial behaviors under information and incentives more clearly than activities representing standards or assessments, (2) standards are primarily structural while assessments are primarily qualitative, (3) teacher satisfaction is most closely related to the equitable distribution of incentives, (4) each of the structural managerial behaviors has a qualitative effect on teachers, and that (5) certain qualities of managerial behaviors are perceived by teachers as distinctly discretionary, apart from school structure. The variables of teacher tenure and school effectiveness reported significant effects on school managerial control processes, while instructional levels (elementary, junior, and senior) and individual school differences were not found to be significant for the construct of school managerial control.

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Kulathunga, Nisansala S. "Managerial overconfidence and success in the market for corporate control." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/235041/1/Nisansala_Kulathunga_Thesis.pdf.

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The thesis examines the implications of the CEO’s psychological traits on firm outcomes in the market for corporate control. Employing a novel measure of the three facets of overconfidence (overestimation, overplacement and overprecision) using CEOs’ spoken words in interviews, I argue and find overconfidence to be significantly associated with M&A deal activity and outcomes. Specifically, CEO overconfidence leads to higher deal activity but lower deal completion and lower acquirer long-term stock performance. CEO power (Duality) strengthens this relationship.

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Vichitlekarn, Sansakrit. "Control system choice, control system assessment, and substantive testing for fraud /." view abstract or download file of text, 2000. http://wwwlib.umi.com/cr/uoregon/fullcit?p9998024.

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Thesis (Ph. D.)--University of Oregon, 2000.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 54-55). Also available for download via the World Wide Web; free to University of Oregon users.

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Macfarlane, Alastair. "Labour control : managerial strategies in the Namibian mining sector 1970-1985." Thesis, Oxford Brookes University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280640.

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Tam, Sze-wan, and 譚思韻. "Managerial control in a Japanese electronic manufacturing company in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B42575047.

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Tam, Sze-wan. "Managerial control in a Japanese electronic manufacturing company in Hong Kong." Click to view the E-thesis via HKUTO, 1998. http://sunzi.lib.hku.hk/hkuto/record/B42575047.

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Books on the topic "Managerial control"

1

E, Drtina Ralph, ed. Managerial accounting: Strategy and control. New York: McGraw, 1996.

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Sunder, Shyam. Theory of accounting and control. Cincinnati, Ohio: South-Western College Pub., 1997.

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Brandon, Charles H. Management accounting: Strategy and control. New York: McGraw-Hill, 1997.

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Otley, David T. Accounting control and organizational behaviour. London: Heinemann, 1987.

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Sunder, Shyam. Theory of accounting and control. Cincinnati, Ohio: South-Western College Pub, 1997.

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1930-, Gerber Quentin N., and Porter Gary A. 1950-, eds. Management accounting: Planning and control. Boston, Mass: PWS-Kent, 1988.

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7

Lafontaine, Francine. Targeting managerial control: Evidence from franchising. Cambridge, MA: National Bureau of Economic Resarch, 2001.

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8

P, Dougherty Frank, and Boer Germain B. 1937-, eds. Managerial cost accounting: Planning and control. Houston, TX: Dame Publications, 1991.

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P, Dougherty Frank, and Keller I. Wayne, eds. Managerial cost accounting: Planning and control. Houston, Tex: Dame Publications, 1987.

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Accounting, management control, and business organisation: An institutionalist perspective. Aldershot, Hants, England: Avebury, 1993.

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Book chapters on the topic "Managerial control"

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Emmanuel, Clive, David Otley, and Kenneth Merchant. "Rewarding managerial performance." In Accounting for Management Control, 265–76. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4899-6952-1_10.

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Demski, Joel S. "Library Integrity: Internal Control." In Managerial Uses of Accounting Information, 231–58. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4613-3641-9_10.

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Cornfield, Daniel B. "Labor-Management Cooperation or Managerial Control?" In Workers, Managers, and Technological Change, 331–53. Boston, MA: Springer US, 1987. http://dx.doi.org/10.1007/978-1-4613-1821-7_16.

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Klöckner, Oliver. "Changes in instruments of managerial control." In Buy-outs in Family Businesses, 237–79. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9477-6_6.

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Del Baldo, Mara. "Overview: Virtue Ethics and Managerial Control." In Intrinsic CSR and Competition, 87–104. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-21037-3_5.

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Ali, Fazlin, and Alan Lowe. "Imbrication in Operational Control Practices: Evidence from a Complex Process Industry Setting." In Materiality and Managerial Techniques, 249–80. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_10.

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Acar, Mehmet Fatih, Aziz Bakay, and Taptuk Emre Erkoç. "Efficiency and Managerial Control in Financial Institutions." In Contributions to Management Science, 335–51. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44591-5_23.

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Le Corre, Jean-Yves, and Thierry Burger-Helmchen. "Rethinking Managerial Control in the Contemporary Context." In Integrated Science, 419–38. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65273-9_20.

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Célérier, Laure. "Standardizing Control and Controlling Government: The Introduction of Internal Auditing in the French Government’s Central Administration." In Materiality and Managerial Techniques, 77–99. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_4.

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Zan, Luca. "Management Control and Managerial Rhetoric in Italian Public Sector Cultural Institutions." In Managerial Rhetoric and Arts Organizations, 75–93. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_3.

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Conference papers on the topic "Managerial control"

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Nesterov, V. N., and N. N. Kozlova. "Managerial control in system of budgeting." In Proceedings of the International conference "Economy in the modern world" (ICEMW 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icemw-18.2018.74.

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Harris, S. E., and K. L. Katz. "Predicting organizational performance using information technology managerial control ratios." In [1989] Proceedings of the Twenty-Second Annual Hawaii International Conference on System Sciences. Volume IV: Emerging Technologies and Applications Track. IEEE, 1989. http://dx.doi.org/10.1109/hicss.1989.48122.

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Samad, Tariq. "Control Systems — Concepts and Insights for Managerial Decision Making." In 2020 IEEE 10th International Conference on Intelligent Systems (IS). IEEE, 2020. http://dx.doi.org/10.1109/is48319.2020.9199940.

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Samad, Tariq, Daniel Y. Abramovitch, Michael Lees, Iven Mareels, R. Russell Rhinehart, Francesco Cuzzola, Benny Grosman, et al. "Managerial Decision Making as an Application for Control Science and Engineering." In 2022 American Control Conference (ACC). IEEE, 2022. http://dx.doi.org/10.23919/acc53348.2022.9867156.

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Peterkova, Jindra, Petr Nemcik, Vladislav Vancura, and Jan Gottfried. "Software support of managerial decision making based on system approach." In 2012 13th International Carpathian Control Conference (ICCC). IEEE, 2012. http://dx.doi.org/10.1109/carpathiancc.2012.6228703.

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Murariu (Pleşca), Mihaela, and Maria Viorica Bedrule-Grigoruță. "TRAINING INTERNAL MANAGERIAL CONTROL PERSONNEL IN THE CONTEXT OF DIGITALIZATION." In 15th International Technology, Education and Development Conference. IATED, 2021. http://dx.doi.org/10.21125/inted.2021.2068.

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Yuquan Wang and Yongzhong Zhang. "A managerial approach of visual features in mobile robot SLAM." In 2011 9th World Congress on Intelligent Control and Automation (WCICA 2011). IEEE, 2011. http://dx.doi.org/10.1109/wcica.2011.5970742.

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Miroliubova, Galina. "ORGANIZATIONAL DETERMINANTS OF THE SUBJECTIVE CRITERIA SYSTEM FOR MANAGERIAL ACTIVITY CONTROL." In International Technology, Education and Development Conference. IATED, 2016. http://dx.doi.org/10.21125/iceri.2016.0532.

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Ardeleanu (Trifu), Nicoleta. "Internal Audit versus Internal Control - Tools for Evaluating the Internal Management System at the level of local public entities." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/45.

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This study presents the role of internal public audit organized at the level of local public administration, the interdependence between internal audit and internal control as well as the specific ways of evaluating the management system and internal managerial control. The erroneous perception of the specific objectives of the internal public audit has often led to a reluctance on the part of the decision makers. Misunderstanding the role of internal audit is a major risk in the functioning of the decision-making system. The internal audit recommendations give assurance to the general management through the periodic evaluation of the main functional systems: the financial-accounting system, the public procurement system, the decision-making system and especially the management and internal managerial control system.

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CONSTANTIN, Daniel, Marius Silviu CULEA, and Nicoleta CRISTACHE. "THE PERCEPTION OF EMPLOYEES IN PUBLIC INSTITUTIONS ON INTERNAL MANAGERIAL CONTROL AS A TOOL IN PREVENTING AND COMBATING THE FRAUD PHENOMENON." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.09.

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From the broad typology of fraud, there is a certain type of fraud that deserves special attention, namely Robin Hood fraud. Some of the solutions proposed in the literature for its prevention and detection are those that refer to supervision and reporting mechanisms, both being ways to close the opportunities specific to internal managerial control. However, these concepts have a common element, namely perception. If in these cases we talk about employees' perception of what is considered to be ethical, in this approach we aim to show what is the perception of employees and the general public on internal managerial control and whether their perspective corresponds to the mission of this tool to eliminate opportunities for fraud.

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Reports on the topic "Managerial control"

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Lafontaine, Francine, and Kathryn Shaw. Targeting Managerial Control: Evidence from Franchising. Cambridge, MA: National Bureau of Economic Research, August 2001. http://dx.doi.org/10.3386/w8416.

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Hubbard, R. Glenn, and Darius Palia. Benefits of Control, Managerial Ownership, and the Stock Returns of Acquiring Firms. Cambridge, MA: National Bureau of Economic Research, April 1995. http://dx.doi.org/10.3386/w5079.

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Jackson, C. Kirabo, and Henry Schneider. Reducing Moral Hazard in Employment Relationships: Experimental Evidence on Managerial Control and Performance Pay. Cambridge, MA: National Bureau of Economic Research, November 2013. http://dx.doi.org/10.3386/w19645.

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Lagutin, Andrey, and Tatyana Sidorina. SYSTEM OF FORMATION OF PROFESSIONAL AND PERSONAL SELF-GOVERNMENT AMONG CADETS OF MILITARY INSTITUTES. Science and Innovation Center Publishing House, December 2020. http://dx.doi.org/10.12731/self-government.

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When carrying out professional activities, officers of the VNG of the Russian Federation are often in difficult, stressful, emotionally stressful situations associated with the use of weapons as a particularly dangerous means of destruction. The right to use a weapon by an officer makes him responsible for its use. And therefore requires the officer to make a balanced optimal decision, which is associated with the risk and transience of events, and in which no mistake can be made, since the price of it can be someone's life. It is at such a moment that it is important that the officer has stable skills in making a decision on the use of weapons, and this requires skills not only in managing subordinates or the situation,but in managing himself. The complication of the military-professional activity, manifested in the need to develop the ability to quickly and accurately make command decisions, exacerbating the problem of social responsibility of an officer who has the management of unit that leads to an understanding of his singular personal and professional responsibility, as the ability to govern themselves makes it possible to achieve a positive result of the Department for the DBA. This characterizes the need for a commander to have the ability to manage himself, as a "system" that manages others. Forming skills of self-control, patience, compassion, having mastered algorithms of making managerial decisions, the cycle of implementing managerial functions, etc., a person comes to the belief: "before effectively managing others, it is necessary to learn how to manage yourself." The required level of personal and professional maturity can be formed in a person as a result of purposeful self-management, which determines the special role of professional and personal self-management in the training of future officers.

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Bourrier, Mathilde, Michael Deml, and Farnaz Mahdavian. Comparative report of the COVID-19 Pandemic Responses in Norway, Sweden, Germany, Switzerland and the United Kingdom. University of Stavanger, November 2022. http://dx.doi.org/10.31265/usps.254.

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The purpose of this report is to compare the risk communication strategies and public health mitigation measures implemented by Germany, Norway, Sweden, Switzerland, and the United Kingdom (UK) in 2020 in response to the COVID-19 pandemic based on publicly available documents. The report compares the country responses both in relation to one another and to the recommendations and guidance of the World Health Organization where available. The comparative report is an output of Work Package 1 from the research project PAN-FIGHT (Fighting pandemics with enhanced risk communication: Messages, compliance and vulnerability during the COVID-19 outbreak), which is financially supported by the Norwegian Research Council's extraordinary programme for corona research. PAN-FIGHT adopts a comparative approach which follows a “most different systems” variation as a logic of comparison guiding the research (Przeworski & Teune, 1970). The countries in this study include two EU member States (Sweden, Germany), one which was engaged in an exit process from the EU membership (the UK), and two non-European Union states, but both members of the European Free Trade Association (EFTA): Norway and Switzerland. Furthermore, Germany and Switzerland govern by the Continental European Federal administrative model, with a relatively weak central bureaucracy and strong subnational, decentralised institutions. Norway and Sweden adhere to the Scandinavian model—a unitary but fairly decentralised system with power bestowed to the local authorities. The United Kingdom applies the Anglo-Saxon model, characterized by New Public Management (NPM) and decentralised managerial practices (Einhorn & Logue, 2003; Kuhlmann & Wollmann, 2014; Petridou et al., 2019). In total, PAN-FIGHT is comprised of 5 Work Packages (WPs), which are research-, recommendation-, and practice-oriented. The WPs seek to respond to the following research questions and accomplish the following: WP1: What are the characteristics of governmental and public health authorities’ risk communication strategies in five European countries, both in comparison to each other and in relation to the official strategies proposed by WHO? WP2: To what extent and how does the general public’s understanding, induced by national risk communication, vary across five countries, in relation to factors such as social capital, age, gender, socio-economic status and household composition? WP3: Based on data generated in WP1 and WP2, what is the significance of being male or female in terms of individual susceptibility to risk communication and subsequent vulnerability during the COVID-19 outbreak? WP4: Based on insight and knowledge generated in WPs 1 and 2, what recommendations can we offer national and local governments and health institutions on enhancing their risk communication strategies to curb pandemic outbreaks? WP5: Enhance health risk communication strategies across five European countries based upon the knowledge and recommendations generated by WPs 1-4. Pre-pandemic preparedness characteristics All five countries had pandemic plans developed prior to 2020, which generally were specific to influenza pandemics but not to coronaviruses. All plans had been updated following the H1N1 pandemic (2009-2010). During the SARS (2003) and MERS (2012) outbreaks, both of which are coronaviruses, all five countries experienced few cases, with notably smaller impacts than the H1N1 epidemic (2009-2010). The UK had conducted several exercises (Exercise Cygnet in 2016, Exercise Cygnus in 2016, and Exercise Iris in 2018) to check their preparedness plans; the reports from these exercises concluded that there were gaps in preparedness for epidemic outbreaks. Germany also simulated an influenza pandemic exercise in 2007 called LÜKEX 07, to train cross-state and cross-department crisis management (Bundesanstalt Technisches Hilfswerk, 2007). In 2017 within the context of the G20, Germany ran a health emergency simulation exercise with WHO and World Bank representatives to prepare for potential future pandemics (Federal Ministry of Health et al., 2017). Prior to COVID-19, only the UK had expert groups, notably the Scientific Advisory Group for Emergencies (SAGE), that was tasked with providing advice during emergencies. It had been used in previous emergency events (not exclusively limited to health). In contrast, none of the other countries had a similar expert advisory group in place prior to the pandemic. COVID-19 waves in 2020 All five countries experienced two waves of infection in 2020. The first wave occurred during the first half of the year and peaked after March 2020. The second wave arrived during the final quarter. Norway consistently had the lowest number of SARS-CoV-2 infections per million. Germany’s counts were neither the lowest nor the highest. Sweden, Switzerland and the UK alternated in having the highest numbers per million throughout 2020. Implementation of measures to control the spread of infection In Germany, Switzerland and the UK, health policy is the responsibility of regional states, (Länders, cantons and nations, respectively). However, there was a strong initial centralized response in all five countries to mitigate the spread of infection. Later on, country responses varied in the degree to which they were centralized or decentralized. Risk communication In all countries, a large variety of communication channels were used (press briefings, websites, social media, interviews). Digital communication channels were used extensively. Artificial intelligence was used, for example chatbots and decision support systems. Dashboards were used to provide access to and communicate data.

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