Phone: 418-656-7737 Fax: 418-656-7746 [email protected] I would like to thank Cla... more Phone: 418-656-7737 Fax: 418-656-7746 [email protected] I would like to thank Claude Laurin and Ann Langley for their insightful comments and suggestions. I would also like to acknowledge the useful contributions of Louise Côté, Maurice Gosselin, Sylvie Héroux, Steven Salterio, Nicole Thibodeau and the two anonymous reviewers. I am grateful for the financial assistance provided by CMA Canada to realize this research project. 0 ORGANIZATIONAL CULTURE AND PERFORMANCE MEASUREMENT SYSTEMS ABSTRACT The aim of this study is to articulate and test the relationships between organizational culture and two attributes of performance measurement systems (PMS), namely the diversity of measurement and the nature of use. The results of a survey reveal that top managers of firms reflecting a flexibility dominant type tend to use more performance measures and to use PMS to focus organizational attention, support strategic decision-making and legitimate actions to a greater extent than top managers of firms reflecting a control dominant type.
Phone: 418-656-7737 Fax: 418-656-7746 [email protected] I would like to thank Cla... more Phone: 418-656-7737 Fax: 418-656-7746 [email protected] I would like to thank Claude Laurin and Ann Langley for their insightful comments and suggestions. I would also like to acknowledge the useful contributions of Louise Côté, Maurice Gosselin, Sylvie Héroux, Steven Salterio, Nicole Thibodeau and the two anonymous reviewers. I am grateful for the financial assistance provided by CMA Canada to realize this research project. 0 ORGANIZATIONAL CULTURE AND PERFORMANCE MEASUREMENT SYSTEMS ABSTRACT The aim of this study is to articulate and test the relationships between organizational culture and two attributes of performance measurement systems (PMS), namely the diversity of measurement and the nature of use. The results of a survey reveal that top managers of firms reflecting a flexibility dominant type tend to use more performance measures and to use PMS to focus organizational attention, support strategic decision-making and legitimate actions to a greater extent than top managers of firms reflecting a control dominant type.
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