Putting the balanced scorecard to work
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...Effectiveness has been presented as a necessary dependent variable in contingency research as it provides the means for determining the appropriate fit between MCS and organizational variables (Otley, 1980; Merchant & Simons, 1986). However, Simons (1987a) defined firm performance as the dependent variable, whereas in Merchant (1985b) it was an independent variable. Effectiveness can be considered an independent variable (Otley & Wilkinson, 1988). For example, the adoption of certain controls or of a particular strategy might be in response to low (or high) effectiveness. However, in this situation what is the appropriate dependent variable? And how can “the proper fit” between organizational aspects and strategy be assessed if there is reverse causation? While Simons (1987a) and Merchant (1985b) defined effectiveness as financial performance, it can be argued that this is not always an appropriate definition....
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...Effectiveness has been presented as a necessary dependent variable in contingency research as it provides the means for determining the appropriate fit between MCS and organizational variables (Otley, 1980; Merchant & Simons, 1986). However, Simons (1987a) defined firm performance as the dependent variable, whereas in Merchant (1985b) it was an independent variable....
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