The interplay between strategic risk profiles and presentation format on managers' strategic judgments using the balanced scorecard

Cheng, Mandy M.; Humphreys, Kerry A.; Zhang, Yichelle Y.

doi:10.1016/j.aos.2018.05.009

Cited by 28 publications

(5 citation statements)

References 43 publications

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“…There is a perception that the type of mindset required to establish and monitor targets of risk in a perceived strict and narrow way is, in fact, detrimental to the project's success. Thus, an open question is the explicitness of the risk management and performance parameters and how project managers choose to recognize and respond to these when facing and juggling a number of uncertainties (Cheng et al , 2018; Gong and Subramaniam, 2020).…”

Section: Discussionmentioning

confidence: 99%

Controller involvement in a project management setting: effects on project functions and performance

Malagueño

Gómez-Conde

Harlez

et al. 2021

JAAR

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PurposeThe authors examine the extent to which a controller's involvement in project functions (namely definition and scope, organization, constraints management and risk management) cascades down to project performance.Design/methodology/approachThe authors test the study’s framework using survey data from a sample of project leaders in German and Swiss firms. Responses were analyzed using the partial least squares (PLS) technique.FindingsThe authors find that controllers contribute to project success via the previously described project functions. Further, the study reveals the crucial role of controllers in managing uncertainty and project risks.Research limitations/implicationsAlthough the arguments used in this research were not country specific and suggest that the findings of this study also apply to the controller professional in general, this study clearly acknowledges that further research is needed to address the effects of this role in different jurisdictions given the specific characteristics of controllers acting in German-speaking countries.Practical implicationsThe authors provide insights on the role of controllers at an operational level, like project management, highlighting the need for controllers to support an effective project governance.Originality/valueThe authors add to the literature by examining the role of controllers in highly knowledge-intensive, highly pressured, task-driven, interdependent and dynamic operational settings, thus contributing to a better understanding of how controllers function at an operational level. The authors also strengthen a broader role of controllers in project management that goes beyond their historical controlling activities to include more modern functions, extending previous studies analyzing their professional identity.

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Section: Discussionmentioning

confidence: 99%

Controller involvement in a project management setting: effects on project functions and performance

Malagueño

Gómez-Conde

Harlez

et al. 2021

JAAR

View full text Add to dashboard Cite

show abstract

“…Mandy M.(2018) pointed out that BSC provides a useful framework for integrating strategic risk and performance information. Managers must make strategic judgments on how to combine strategic risk and performance information [14] . The forensic accounting strategy map can effectively realize the quality assurance of corporate governance and antifraud, which has implications for decision-makers.…”

Section: Risk Management Based On Bscmentioning

confidence: 99%

Risk Identification Model for Enterprise Sustainable Crowdsourcing Innovation Based on BSC

Meng¹,

Shan²

2021

Proceedings of the 6th International Conference on Education Reform and Modern Management (ERMM 2021)

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The provision of creative intelligence to enterprise is a global endeavor and a great challenge to managers. As a new business model, crowdsourcing innovation act as an effective way to exploit and utilize internal and external wisdom in boosting enterprise innovation quality and quantity. However, with the features of loose boundaries, free voluntary participants, complex and diverse tasks, risks are directly related to the sustainable crowdsourcing innovation performance. Considering the structural management system for enterprise development, this paper introduces the novel theory of Balanced Score Card, which can balance internal and external factors, financial and non-financial goals. And a BSC-based crowdsourcing innovation strategy map and risk identification model was established from a strategic perspective. This paper provides a framework to managers for effective identification of crowdsourcing innovation risks.

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“…The relationship between strategy and management control systems (MCS) has been the subject of considerable research interest (Chenhall and Moers, 2015; Lapsley and Rekers, 2017; Lord, 1996; Lawrence and Sharma, 2002; Ma and Tayles, 2009; Langfield-Smith, 2008; Carter and Whittle, 2018; Ferry et al , 2019; Cuganesan et al , 2012; Ferry and Ahrens, 2017; Cheng et al , 2018; Englund and Gerdin, 2018; Kober et al , 2007; Tucker and Parker, 2015). However, the literature has paid less attention to how MCS shapes strategy (Skaerbaek and Tryggestad, 2010).…”

Section: Introductionmentioning

confidence: 99%

Change agents’ enactment of management control systems: shaping strategic change in a telecommunications organisation

Sharma

Lowe

2022

QRAM

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Purpose This paper aims to use a perspective informed by practice theory to examine the influence of change agents in enacting management control systems (MCS) in the process of shaping strategy. Design/methodology/approach The research uses a case study approach to examine the implementation of a business strategy in the utility sector. The authors seek a better understanding of practice theory and its role in influencing institutional change and stability. Findings The case study findings show that the change agents enacted MCS practices that aided the metamorphosis of a once state-owned company into a for-profit enterprise. The findings show how the organisation transformed from a long-established preoccupation with technical systems and engineering and shifted to a focus on customer satisfaction and shareholder interests. Research limitations/implications In terms of policy implications, bureaucrats need to appreciate that inculcating business norms is not an easy path and can be met with resistance, which creates delays in strategy implementation. The current study, while reporting some of the influences of tribal loyalty, was nevertheless limited by not having the time and space to examine in-depth the intersections of MCS and strategy within a strongly tribal context. This can be an avenue for future research. Practical implications The study helps to understand embedded actors in the implementation of strategy by refocusing research on the actions and interactions of strategy implementation practitioners. Originality/value The authors contribute to the literature by seeking to use practice theory and offer a valuable understanding, from the actor level, of how practices are created and enacted. Often accounting studies have paid less attention to the change agents in the process of shaping business-oriented strategic activity. This study enabled us to gain a better understanding of the action and practice behaviour around the strategy-MCS nexus.

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The interplay between strategic risk profiles and presentation format on managers' strategic judgments using the balanced scorecard

Cited by 28 publications

References 43 publications

Controller involvement in a project management setting: effects on project functions and performance

Controller involvement in a project management setting: effects on project functions and performance

Risk Identification Model for Enterprise Sustainable Crowdsourcing Innovation Based on BSC

Change agents’ enactment of management control systems: shaping strategic change in a telecommunications organisation

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