The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance
Tujuan kajian ini adalah untuk menyelidik faktor-faktor yang mungkin berpotensi dalam mempengaruhi prestasi syarikat-syarikat perniagaan di Malaysia iaitu diversifikasi (strategi korporat), BSC (sistem pengukuran prestasi), dan desentralisasi (struktur organisasi). Di dalam kontek kawalan pengurusan...
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| Format: | Thesis |
| Language: | English |
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2003
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| Online Access: | http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf |
| _version_ | 1825833320576974848 |
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| author | Sailan, Md Saaid |
| author_facet | Sailan, Md Saaid |
| author_sort | Sailan, Md Saaid |
| collection | USM |
| description | Tujuan kajian ini adalah untuk menyelidik faktor-faktor yang mungkin berpotensi dalam mempengaruhi prestasi syarikat-syarikat perniagaan di Malaysia iaitu diversifikasi (strategi korporat), BSC (sistem pengukuran prestasi), dan desentralisasi (struktur organisasi). Di dalam kontek kawalan pengurusan, teori kontingensi menekankan bahawa pemilihan system kawalan yang paling sesuai di dalam sesebuah organisasi adalah kontingen ke atas faktor persekitaran dan faktor dalaman organisasi tertentu. Dengan mengambil perspektif teori kontingensi di dalam kajian ini, strategi korporat dan struktur organisasi adalah dianggap sebagai faktor-faktor kontektual yang berpotensi untuk mempengaruhi tahap gunapakai BSC di dalam sesebuah syarikat dan kajian ini cuba meninjau bagaimana prestasi syarikat di pengaruhi oleh tahap gunapakai tersebut.
The objective of the study is to examme factors that potentially influence the performance of business corporations in Malaysia i.e. diversification (corporate strategy), the BSC (performance measurement system), and decentralization (organization structure). In the context of management control, contingency theory holds that the most appropriate control system in any organization is contingent on the circumstances within and surrounding the organization. Taking a contingency theoretical perspective in this study, the corporate strategy and organization structure are considered as potential contextual factors of BSC adoption and the study explores how firm performance is affected by different levels of BSC adoption.
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| first_indexed | 2024-03-06T15:06:03Z |
| format | Thesis |
| id | usm.eprints-35661 |
| institution | Universiti Sains Malaysia |
| language | English |
| last_indexed | 2024-03-06T15:06:03Z |
| publishDate | 2003 |
| record_format | dspace |
| spelling | usm.eprints-356612018-04-06T01:59:06Z http://eprints.usm.my/35661/ The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance Sailan, Md Saaid HD28-70 Management. Industrial Management Tujuan kajian ini adalah untuk menyelidik faktor-faktor yang mungkin berpotensi dalam mempengaruhi prestasi syarikat-syarikat perniagaan di Malaysia iaitu diversifikasi (strategi korporat), BSC (sistem pengukuran prestasi), dan desentralisasi (struktur organisasi). Di dalam kontek kawalan pengurusan, teori kontingensi menekankan bahawa pemilihan system kawalan yang paling sesuai di dalam sesebuah organisasi adalah kontingen ke atas faktor persekitaran dan faktor dalaman organisasi tertentu. Dengan mengambil perspektif teori kontingensi di dalam kajian ini, strategi korporat dan struktur organisasi adalah dianggap sebagai faktor-faktor kontektual yang berpotensi untuk mempengaruhi tahap gunapakai BSC di dalam sesebuah syarikat dan kajian ini cuba meninjau bagaimana prestasi syarikat di pengaruhi oleh tahap gunapakai tersebut. The objective of the study is to examme factors that potentially influence the performance of business corporations in Malaysia i.e. diversification (corporate strategy), the BSC (performance measurement system), and decentralization (organization structure). In the context of management control, contingency theory holds that the most appropriate control system in any organization is contingent on the circumstances within and surrounding the organization. Taking a contingency theoretical perspective in this study, the corporate strategy and organization structure are considered as potential contextual factors of BSC adoption and the study explores how firm performance is affected by different levels of BSC adoption. 2003-11 Thesis NonPeerReviewed application/pdf en http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf Sailan, Md Saaid (2003) The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance. PhD thesis, Universiti Sains Malaysia. |
| spellingShingle | HD28-70 Management. Industrial Management Sailan, Md Saaid The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title | The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title_full | The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title_fullStr | The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title_full_unstemmed | The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title_short | The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance |
| title_sort | effect of strategy structure and the balanced scorecard bsc on firm performance |
| topic | HD28-70 Management. Industrial Management |
| url | http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf |
| work_keys_str_mv | AT sailanmdsaaid theeffectofstrategystructureandthebalancedscorecardbsconfirmperformance AT sailanmdsaaid effectofstrategystructureandthebalancedscorecardbsconfirmperformance |