This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.
The impact of macroeconomic variables on the financial market efficiency has been a hot topic for decades. Thus, this study investigates the effect of oil price changes on the financial market performance using the estimation of Auto-Regressive Distributed Lag (ARDL) technique in Saudi Arabia for the period 1980-2018. The results revealed a long-run causality between the exchange rate, return on investment, and oil prices towards the financial market efficiency. However, only inflation and return on investment have causality effects on financial market efficiency in the short run. In addition, the exchange rate and oil price do not have causality running to economic market efficiency. Thus, both the short-run and long-run causality effects should be considered as guidelines to be followed by policymakers to avoid any misleading macroeconomic strategies in future strategic planning. The speed of adjustment reported from estimating the Conditional Error Correction Regression is (-0.114527). Also, the model was found stable from using both the CUSUM and CUSUMQ statistics.
Target Costing (TC) has been widely known as a cost management technique to manage product costs during the earlier stages of product life cycle. This study aims to measure Malaysian companies' capabilities towards TC implementation stages associated with industry type and company strategy effectiveness. Among 380 Malaysian automotive companies, 48 were involved in filling the questionnaire which includes six constructs representing the six common stages of TC implementation adapted from Ellram's (2006) theoretical model. Rasch Measurement Model (RMM) was used to analyze the data collected. The results revealed acceptable ability for the responding companies towards TC implementation stages especially Car makers and when employing the Confrontation strategy, except some capabilities required to follow-up TC activities in achieving cost reduction objective. All the six stages had different level of implementation difficulty, stage 5 (closing the gap between allowable target cost and estimated costs) was the most difficult stage while stages 3 (Computation of products' allowable target cost) and stage 1 (identify product characteristics) were the easiest ones. Suppliers' involvement in providing alternative design was most difficult, whereas identify customers' expectations before design stage was the easiest one to be implemented. The study has provided evidence on TC implementation in Malaysian context and added a new idea to the knowledge regarding the useful usage of RMM in management accounting research.
Previous studies have examined the effect of the chief executive officer’s (CEO) share-ownership and compensation on firm performance (Elsayed & Elbardan, 2018; Hill, Lopez, & Reitenga, 2016; Vemala, Nguyen, Nguyen, & Kommasani, 2014), however, the interaction effect of board of directors (BOD) share-ownership and compensation on firm performance are still unclear. Further, the incentive of higher financial performance to attract members of the BOD to hold shares in the company is still not adequately investigated by the literature. This study, therefore, aims to fill these gaps. Based on an investigation of 56 company-year observations of the Saudi energy industry for the period 2005–2019, we found that BOD share-ownership has a significant direct and positive effect on BOD compensation as well as on the return on equity (ROE). Moreover, the results indicate that BOD compensation affects the ROE significantly, and partially mediates the relationship between BOD share-ownership and ROE. Finally, the study revealed that the ROE positively and significantly affects BOD share-ownership, indicating that the higher the ROE, the more incentive for BOD members to hold shares in the company. The study provides new insights into the extant literature related to the joint effect of BOD share-ownership and compensation on firm performance, as well as the reverse relationship between BOD share-ownership and firm performance.
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