The impact of organizational culture on decisions to use Comprehensive Performance Measurement Systems
Using the Contingency Approach to Management Accounting (Otley, 1980) and the Globe Study‘s (House et al., 2004) organizational culture model, the purpose of this dissertation is to examine the impact of organizational culture on the extent of the use of Comprehensive Performance Measurement Systems (CPMS) in Indian manufacturing organizations. The Balanced Scorecard (BSC) is used as a proxy to CPMS in this research. Using a survey methodology, data were collected from 18–28 top management and other employees in each of the 48 manufacturing organizations in India for a total of 1,126 respondents. I conducted regressions to analyze the data. I found that organizational culture is a significant predictor of the extent of the use of CPMS. Specifically, Performance Orientation and Future Orientation are positively related to the extent of the use of CPMS, and Uncertainty Avoidance is negatively associated with the extent of the use of CPMS. Additional regressions were conducted to analyze the impact of each organizational culture dimension on the extent of the use of Financial, Customer, Efficiency, and Innovation indicators of CPMS. The findings indicated that organizational culture significantly predicted the extent of the use of Financial and Innovation indicators, but not of the extent of use of Efficiency and Customer indicators in CPMS. Repeated measures Analysis of Variance (ANOVA) was also conducted to examine if there were significant differences in the use of financial and non-financial indicators of CPMS. This test provided evidence that sample companies utilized financial indicators more than non-financial indicators to monitor their performance. ^
Business Administration, Accounting|Business Administration, Management
Gupta, Gaurav, "The impact of organizational culture on decisions to use Comprehensive Performance Measurement Systems" (2013). ETD Collection for University of Texas, El Paso. AAI3594341.