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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Bibliographic Details
Main Author:	Sailan, Md Saaid
Format:	Thesis
Language:	English
Published:	2003
Subjects:	HD28-70 Management Industrial Management
Online Access:	http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf
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id	my-usm-ep.35661
record_format	uketd_dc
spelling	my-usm-ep.356612018-04-06T01:59:06Z The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance 2003-11 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 http://eprints.usm.my/35661/ http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf application/pdf en public phd doctoral Universiti Sains Malaysia Pusat Pengajian Pengurusan (School of Management)
institution	Universiti Sains Malaysia
collection	USM Institutional Repository
language	English
topic	HD28-70 Management Industrial Management
spellingShingle	HD28-70 Management Industrial Management Sailan, Md Saaid The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance
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.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Sailan, Md Saaid
author_facet	Sailan, Md Saaid
author_sort	Sailan, Md Saaid
title	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_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_sort	effect of strategy, structure, and the balanced scorecard (bsc) on firm performance
granting_institution	Universiti Sains Malaysia
granting_department	Pusat Pengajian Pengurusan (School of Management)
publishDate	2003
url	http://eprints.usm.my/35661/1/MD_SAAID_SAILAN_%28KHK%29_%28NN24%29.pdf
_version_	1747820599024025600

The effect of strategy, structure, and the balanced scorecard (BSC) on firm performance

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