Journal ArticleDOI
A Field Study of Control System “Redesign”: The Impact of Institutional Processes on Strategic Choice*
TLDR
This article studied the role of an organization's accounting control system (ACS) as part of an interrelated control package, in which other control systems function either as substitutes or complements.Abstract:
. This paper studies the role of an organization's accounting control system (ACS) as part of an interrelated control “package,” in which other control systems function either as substitutes or complements. Drawing on resource dependence and institutional theories, it argues that this control mix is not only contingent on the organization's technical environment but also on its institutional environment. In addition, the paper draws on empirical evidence to demonstrate how the design of the “package” is actively shaped by the strategic choices of its dominant coalition. The empirics are based on a longitudinal field study of one large, public teaching hospital in Australia that underwent material changes in its governance structure, culture, and accounting control system.
Resume. Les auteurs etudient le role du systeme de contole comptable d'une organisation, a titre d'element d'une « famille » de systemes de controle relies entre eux a l'interieur de Iaquelle les autres systemes de controle jouent le role de substituts ou de complements. S'inspirant de la theorie de la dependance des ressources et de la theorie institutionnelle, ils affirment que cette combinaison de systemes n'est pas seulement tributaire de l'environnement technique de l'organisation, mais de son environnement institutionnel. Ils se fondent, en outre, sur des constatations empiriques pour demontrer comment la structure de la « famille » de systemes est activement faconnee par les choix strategiques du groupe dominant. Les donnees empiriques proviennent d'une etude longitudinale sur le terrain, menee aupres d'un important hopital public universitaire australien dont la structure de regie, la culture et le systeme de controle comptable ont connu des transformations majeures.read more
Citations
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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Management control systems as a package—Opportunities, challenges and research directions
Teemu Malmi,David Brown +1 more
TL;DR: In this paper, a new typology for management control systems (MCS) is proposed, which is based on the distinction between decision-making and control and addresses those controls managers use to direct employee behaviour.
Journal ArticleDOI
The design and use of performance management systems: An extended framework for analysis
Aldónio Ferreira,David Otley +1 more
TL;DR: Evidence suggests that the extended framework provides a useful research tool for those wishing to study the design and operation of performance management systems by providing a template to help describe the key aspects of such systems.
Journal ArticleDOI
An institutional perspective on performance measurement and management in the `new public sector'
Stan Brignall,Sven Modell +1 more
TL;DR: In this paper, the authors explore the implications of institutional theory for the successful implementation of multidimensional performance measurement and management in the public sector, and discuss the influence of these core concepts on the possibilities of achieving some balance between the stakeholder interests examined in the overall control of provider organizations.
Journal ArticleDOI
The role of actor-networks and boundary objects in management accounting change: a field study of an implementation of activity-based costing
Michael Briers,Wai Fong Chua +1 more
TL;DR: In this article, the role of boundary objects in an organization's accounting system can be illustrated by a heterogeneous actor-network of local and global actors and actants, focusing on the roles of boundary that were able to stabilise and mediate diverse interests.
References
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Book ChapterDOI
The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Institutionalized Organizations: Formal Structure as Myth and Ceremony
John W. Meyer,Brian Rowan +1 more
TL;DR: Many formal organizational structures arise as reflections of rationalized institutional rules as discussed by the authors, and the elaboration of such rules in modern states and societies accounts in part for the expansion and i...
Posted Content
The New Institutionalism in Organizational Analysis
Walter W. Powell,Paul DiMaggio +1 more
TL;DR: In this article, the authors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the "institutional" approach in relation to major developments in contemporary sociological theory.
Book
The New Institutionalism in Organizational Analysis
Walter W. Powell,Paul DiMaggio +1 more
TL;DR: In this paper, the authors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the "institutional" approach in relation to major developments in contemporary sociological theory.
Journal ArticleDOI
Strategic responses to institutional processes
TL;DR: The authors applied the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes, and proposed a typology of strategies that vary in active organizational resistance from passive conformity to proactive manipulation.
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The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
Institutionalized Organizations: Formal Structure as Myth and Ceremony
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