Date of Award

2010

Degree Type

Thesis

Degree Name

Doctor of Philosophy

School

Accounting, Finance and Economics

Faculty

Business and Law

First Advisor

Professor Malcolm Smith

Second Advisor

Dr Charles Huang

Abstract

This research investigates how the uses of Management Control Systems (MCS), namely, diagnostic use and interactive use, as moderating variables, influence the relationship between business (competitive) strategies (which are determined by strategic capabilities) and organizational performance. Simons’ levers of control model, Porter’s theory of generic competitive strategy and the Resource Based View (RBV) of strategy have been considered as the underpinning theories and models of the study in developing the theoretical framework and hypotheses. The theoretical framework consists of two strategic capabilities (low cost competency and uniqueness competency), two generic business strategies (cost leadership and differentiation), two uses of MCS (diagnostic and interactive) and organizational performance as the study variables leading to twelve hypotheses based upon the extant literature. In this quantitative research, five hypotheses are developed as exploratory while the other seven hypotheses are confirmatory.

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