1,720,987 research outputs found
Performance measurement design within its organisational context — evidence from China
Full text linkThis paper presents an action research study that looks at the design of a performance measurement system in a large Chinese state-owned enterprise, focussing on how change happens. A stakeholder analytical framework is developed to bridge the gaps in western-developed models when they are applied in a Chinese context. Analysis revealed the factors determining the nature of change and shaping the performance measurement system. Political constraints and the unavailability of key databases act as barriers to change, while user participation and embedding existing practice both contribute to reducing resistance and promoting continuous improvement. Reinforced by Chinese culture, these factors result in an evolutionary pattern of change. The study shows that the performance measurement system of the case company has fulfilled symbolic functions to signal strategic focus and to influence decision-making
Framing of healthcare performance in China’s public hospital field: An ethnographic study
No full textThis study adopts a multi-level framing perspective to investigate the conceptions of healthcare performance emerged and evolved in response to the dynamic institutional complexity following China’s healthcare system reforms. We investigate how public hospital performance has been framed and reframed at the organizational and field level following the marketization reform in the 1990s and the retreat from such reform in the 2000s in China. Through direct observation of meetings, archive data analysis and interviews with government officials, hospital managers and doctors, our ethnographic study sheds light on how the meanings of a specific performance term, ‘Ji Xiao’(literally ‘performance’ and ‘efficiency’), first emerged within the hospitals, evolved bottom-up and eventually acquired the taken-for-granted quality of institutions at the field level. The findings contribute to institutional theory in general and institutional research on performance measurement in particular by unpacking the bottom-up and top-down processes of institutionalization of a specific conception of performance
The institutionalization of management accounting change: an observation across societal, organizational field, and organizational levels
No full textThe paper provides a holistic observation of the change process related to the quality control system in a Chinese SOE. Applying both framework of (Burns & Scapens, 2000) and (Dillard, Rigsby, & Goodman, 2004), the longitudinal case study observed the coupling between rules and routines at the first stage and loose coupling at the second stage in the case of adopting the Japanese style quality control system over nearly 20 years. The study further examined how such intra-organizational changes are shaped by dynamic institutions at societal level, such as market openness, government protection, and political constrains, as well as those at organizational field level, including IJV experience and trade union. The study contributes to management accounting change literature by presenting evidence on the interactions among those multi-level institutions. The findings shed light on how the policies at societal level can possibly affect intra-organizational change, which has policy implications for further SOE reforms in China and other transition economies
The relationship between multi-dimensional environmental performance and corporate financial performance: an investigation of UK companies
No full textWith a new climate change agreement signed by 200 countries at the Paris Summit in December 2015, it has become more important for both governments and companies to understand the impact of companies’ environmental performance. For the past decades, scholars have shown great interest in how the corporate environmental performance influences the corporates’ financial performance. However, the results are contradictory and there is a lack of agreement on the theoretical framework. This study investigates the impact of multi-dimensional corporate environmental performance on the corporate financial performance by taking consideration of both environmental management and operation performance. We use a sample of carbon-intensive firms in the UK with their carbon emissions disclosed from 2005 to 2012, and find a positive influence of the companies’ environmental operational performance – carbon emission performance - on their financialperformance. Our results indicate that while the effect on financial performance is linear for environmental operational performance on the same year and with one year lag, it becomes U-shape for 2-year lag. The results also suggest that corporate environmental management performance has significantly negative impact on the financial performance. When considering the interaction between environmental management and the carbon performance, we then find that corporate environmental management performance has a weak moderation effect on the relationship between environmental operational performance and financial performance. The overall picture of the results suggests that environmental management generates costs for the firms and jeopardises the financial performance, while better environmental operational performance would help the firms to achieve better performance financially, hence engaging in environmental initiatives benefits firms’ financial performance in the long term
Strategy and management control in embracing market-political paradox: the case during institutional transitions in emerging economies
No full textThis study focuses on the management of market-political paradox within the context of institutional transition in emerging economies and how management control systems (MCSs) can be used to engage and communicate such a strategy. A case study is conducted in a Chines state-owned enterprise where Economic-Value-Added is introduced to promote shareholder’s value maximization while firm size is still important to meet the political demand. A spatial focus strategy was identified which requires subsidiaries to engage both forces but with different focuses. It provides critical insights on how diagnostic, interactive, beliefs, and boundary control have been employed to visualize and engage the paradoxical strategy in the organization, where the interwoven of ‘either/or’ dilemma and ‘both/and’ paradox brings ambivalence and uncertainty into decision-making. The study extends our understanding of managing organizational paradox and the relevance of MCSs in it, which enriches our knowledge with insights on indigenous Chinese management practices
The relationship between multi-dimensional environmental performance and firm value and risk
No full textPerformance measurement and target-setting: achieving balance in a Chinese state-owned enterprise
No full textSubjectivity is often eyed with suspicion in a commercial world. This project investigated how subjectivity was applied in the strategic performance measurement system (SPMS) of a large Chinese state-owned enterprise (SOE) where both market and government forces coexist long term. Its innovative five-dimension SPMS integrates financial and non-financial with subjective and objective measures. The same dimensions were applied across its strategic business units (SBUs) to communicate firmwide that meeting multiple demands was an inherent aim of SOEs, and to be embraced by all the SbUs.However, the weightings for each dimension varied across the SBUs and over time, reflecting the dynamic strategic position of each unit. For firms with multiple, simultaneous and often competing demands, our case study shows how the use of subjectivity in measures and weightings can keep a multi-dimension SPMS stable yet flexible. The study also reveals innovative mechanisms used in participative target-setting. These show how using subjectivity in incentive formulas can transform difficult bargaining into greater cooperation between superiors and subordinates. These could be particularly important for multi-divisional firms with activities in many different areas.Using objective and subjective measures together, maintaining stability while embracing flexibility, and accepting ‘push’ alongside ‘pull’, our case study celebrates paradox management. It suggests that a finely calibrated SPMS that simultaneously integrates opposing forces in a system can be particularly beneficial for organisations operating in complex and dynamic environments. Considering the nature of Yin and Yang withina particular mechanism and integrating duality into systems, we bring Chinese wisdom into management control practice
Academic independent directors in China: factors influencing career decision-making
No full textPurpose: the board independence norm has shaped corporate governance globally, but research on the supply of independent directors (IDs) is limited. “New careers” studies suggest that dynamic non-conventional career paths are evolving, but empirical evidence is mostly limited to Western societies. The authors studied reasons for academics to consider taking on an ID role in firms in China. Design/methodology/approach: employing a quantitative methodology, data were collected via a survey targeting 1,500 academics, representing a quarter of business-linked academics in China's National Key Universities. The response rate was 55% and, after eliminating irrelevant responses, the sample used comprised 581 academics, 111 of whom have taken on an ID role.Findings: career orientation and work attitudes play significant roles in decision-making around career success. Becoming an ID can be a rewarding and positive career path for academics who look for additional responsibility, income and impact. This new academic career path manifests in how career actors interact with each other to reach a state of equilibrium in a wider career ecosystem. Appointing academics with relevant knowledge and willingness to create impact can help organisations – both firms and academic institutions. Practical implications: becoming an ID can increase future collaborations and success in terms of research and corporate governance, and offer individuals another route to career success.Originality/value: the results contribute to research on career studies and corporate governance, revealing a new source of talent for firms and a new career path for academics.</p
Economic value added adoption in Chinese SOEs-a case of evolutionary change
No full textLed by the State-owned Assets Supervision and Administration Commission of the State Council (SASAC), the Chinese government has adopted a residual income (RI) index since 2010 when assessing the performance of the 129 state owned enterprises (SOEs) under direct administration of Central Government, known as central SOEs, after a three-year trial.This study explored how actors interact during the new index adoption process. The actors include SASAC as an agent of state interests and the scheme promoter, and the management of SOEs at both group and business unit level.The project aims to: establish the evolution of performance measures in Chinese central SOEs and explore the motives behind explore the effects of RI adoption on strategic, managerial and operational decision making at both group and business unit level analyse the relationships and the interactions between actors during RI implementation.A case study approach is used to interview key officials in charge of performance evaluation, the chief financial officers (CFOs) and the business unit managers of four case companies
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