Richard Ivey Building 3304
- Health Care Management
- Control Systems and Restructuring
- Cost System Design
Professor Bryant holds a B.Com. (Canterbury), a M.Com.(Auckland), a M.A. (Ohio State), a Ph.D. (Cincinnati), and a CA (New Zealand).
He joined the Ivey Business School in 1996. Since 1980 he was a member of the Faculty of Management at the University of Toronto, where he taught extensively in degree and non-degree programs. His teaching and research area is accounting, particularly the area of Strategic Costing for management decision making. He has published articles, monographs and cases in this field, some of which have been international prize winners. In 1996, he received the prestigious OCUFA award, a province-wide teaching award for teaching, program innovation, and program leadership for his work as Director of the Executive MBA program from 1992-1996 at the University of Toronto.
Professor Bryant is currently director of the London and Southwestern region Local Health Integration Network, and the research director for the Blue Ribbon Commission on the Governance of Executive Compensation. He is also active in a number of other organizations, including the Canadian Deposit Insurance Corporation, Domtar, Industry Science Canada, and Unum Corporation. He previously taught at IMI, Ohio State University, University of Cincinnati, University of Auckland (NZ), University of Otago (NZ), University of Manitoba, Johannes Keppler Universitaet (Austria), and LIMAK Internationale Management Akademie (Austria).
- Managerial Accounting & Control, MBA Program
- BCom, Canterbury
- MComm, Auckland
- MA ,Ohio State
- PhD, Cincinnati
Recent Refereed Articles
Bryant, M. J.; Sigurjonsson, T.,
2019, "Should the Wells Fargo Shareholder Derivative Action—Should the case Succeed in Federal Court for the Board of Directors?", International Journal of Critical Accounting, November 11(1): 1 - 15.
Abstract: A shareholder derivative suit is an action allowed by the courts available for shareholders who believe that they have been harmed by actions of the board of directors and management. In most instances, particularly in the US state of Delaware, the actions are not allowed to proceed. The rationale being that the business judgment rule applies and as a consequence boards of directors are not held responsible for bad decisions and as a result, the business judgment is held to be supreme. Thus they are presumed to act with diligence, without self-interest and in the best interests of the corporation. In the case of the action against Wells Fargo and Company, Judge Tigar of the Northern District of California, has allowed the action to go ahead, on the basis that the directors had been negligent on multiple actions with respect to several proceedings by Federal Agencies against the bank and furthermore that the directors failed to hold senior management to account when concerns were raised from several sources about malfeasance occurring in the bank. The paper suggests the arguments both for the plaintiffs and the defendants in the case.
Link(s) to publication:
Mahaney, M. C.; Bryant, M. J.,
2018, "Great expectations: a regulatory promise unfulfilled", International Journal of Critical Accounting, April 10(1): 15 - 15.
Abstract: The primary goal of the US Securities and Exchange Commission (SEC) is to protect investors by deterring wrongdoing resulting in investor loss. The SEC deters wrongdoing in two ways: by threatening penalties and signalling illegal behaviour. If the SEC does not hold individuals accountable or if it is unclear what actions are illegal, wrongdoing will continue. Consent decrees have become the SEC's enforcement norm. Through negotiation both the defendant and the agency avoid costs and save time, but individuals responsible for wrongdoing have largely avoided personal accountability. Although firms have introduced clawback provisions into executive contracts, evidence shows that boards of directors largely have not activated clawbacks. Boards must hold employees personally responsible; thus boards should design executive contracts that clearly state the rationale for clawbacks and a means by which their amounts - amounts both fair and in the best interests of the corporation - can be established.
Link(s) to publication:
Cadieux, D. C.; Lingard, L.; Kwiatkowski, D.; Van Deven, T.; Bryant, M. J.; Tithecott, G.,
2017, "Challenges in Translation: Lessons from Using Business Pedagogy to Teach Leadership in Undergraduate Medicine", Teaching and Learning in Medicine, April 29(2): 207 - 215.
Abstract: © 2017 Taylor & Francis Group, LLC. Problem: Leadership is increasingly recognized as a core physician competency required for quality patient care, continual system improvement, and optimal healthcare team performance. Consequently, integration of leadership into medical school curriculum is becoming a priority. This raises the question of the appropriate context, timing, and pedagogy for conveying this competency to medical students. Intervention: Our program introduced a 1-week leadership course grounded in business pedagogy to Year 1 medical students. The curriculum centred on four themes: (a) Understanding Change, (b) Effective Teamwork, (c) Leading in Patient Safety, and (d) Leadership in Action. Post-curriculum qualitative student feedback was analyzed for insight into student satisfaction and attitude towards the leadership course content. Context: The Undergraduate Medical Education program of the Schulich School of Medicine & Dentistry, Western University, is delivered over 4 years across 2 campuses in London and Windsor, Ontario, Canada. Course structure moved from traditional passive lectures to established business pedagogy, which involves active engagement in modules, case-based discussions, insights from guest speakers, and personal reflection. Outcome: A student-led survey evaluated student opinion regarding the leadership course content. Students valued career development reading materials and insights from guest speakers working in healthcare teams. Students did not relate to messages from speakers in senior healthcare leadership positions. Course scheduling late in the second semester was viewed negatively. Overall student opinion suggested that the 1-week course was suboptimal for establishing leadership principles and translated business pedagogy was ineffective in this context. Lessons Learned: Leadership curriculum in Undergraduate Medical Education should be grounded in a healthcare context relevant to the student's stage of training. Student engagement may be better supported if leadership is framed as a competency throughout their career. Schools considering such innovations could draw lessons from other professional schools and utilize material and faculty that resonate with students.
Link(s) to publication:
Mixa, M. W.; Bryant, M. J.; Sigurjonsson, T. O.,
2016, "The reverse side effects of mark to market accounting: Exista and the saga of leveraged paper profits", International Journal of Critical Accounting, January 8(5/6): 463 - 463.
Abstract: We describe holding companies and their main roles. We follow up by describing the spectacular development of the investment company, Exista. We then discuss how the difference in fair value methods and equity methods may provide a false picture of the state of companies. This applies especially to different types of holding companies. Our paper shows an example of one that people generally perceived as being a financial company when in reality was more like an investment company, in this case a highly risky and leveraged one.
Link(s) to publication:
Bryant, M. J.; Sigurjonsson, T. O.; Mixa, W. M.,
2014, "Restoring Trust in Public Institutions and the Financial System", International Journal of Economics and Accounting, December 5(4): 306 - 319.
Abstract: Control systems rely jointly upon the rule of law and firm, system and government level governance processes. When these elements fail, the glue of society, trust, is broken. Consequently, if trust is broken there needs to be a concerted effort on the part of all market participants to rebuild trust. The failure of the financial system in Iceland in 2008 was catastrophic. The failure was systemic and from a public policy perspective, was a story of financial integrity with application beyond Iceland. This paper documents in a coherent manner the various mechanisms that were employed by government its regulatory agencies its judicial processes and the reconstituted banks themselves to rebuild trust. This paper is supplemented by interviews as well as an analysis of the mechanisms adopted, providing key lessons for governance and public policy.
Link(s) to publication:
Bryant, M. J.,
1999, "Mapleview Hospital", Journal of Accounting Case Research, January 5(1): 88 - 102.
Bryant, M. J.; Mahaney, M. C.,
1981, "The Politics of Standard Setting: In Dealing with Accounting Inconsistencies, Keep in Mind that Rules are Responses to Problems and Not Necessarily Solutions to Them", Management Accounting, December 62(9): 26 - 31.
Abstract: Standard setting in the accounting field is a political process therefore, any theory of accounting must be a positive one, rather than a normative postulate. The normative approach to accounting has been rejected on the grounds that it is impossible to achieve consensus on an appropriate paradigm. A positive theory provides hypotheses capable of empirical verification and furnishes a basis by which to evaluate the economic consequences of accounting standards. The accounting profession is legally bound to use Financial Accounting Standards Board (FASB) accounting standards recognized by the Securities and Exchange Commission (SEC). The Securities Act of 1933 and the Securities Exchange Act of 1934 delegate authority to the SEC to determine the accounting practices used in the financial reports of corporations subject to those laws. When the FASB proposes a rule, it solicits comments from interested parties. FASB's role is to improve financial reporting with due regard for the problems and needs of preparers and users of financial information, while at the same time being responsive to various pressures, including those from government.
Honours & Awards
- Ontario Confederation of University Faculty Associations (OCUFA) Teaching Award 1996 given for program innovation for the Executive MBA Program at the University of Toronto.
- Assoc. Professor; Ivey Business School, Western University (1998-present)
- Assoc. Professor, The Rotman School of Management, University of Toronto (1980-98)
- Director, Executive MBA Program, UofT (1991-96)
- Associate Dean, MBA Programs, UofT (1993-96)
- Discipline Rep., Erindale College (1983-88)
- Written some 25 cases in Managerial Accounting including: Caribbean Internet Café; Surgeons of Steel; Flawless Tool and Die Manufacturing; Fisher and Paykel Limited; Kookaburra Limited. In health care: Mapleview Hospital; St. Catharines General Hospital; Note on the Ontario Health Care System; Gamma-Dynacare
- Currently developing a course in health care management.