Theoretical construct of strategic control systems


Zulnaidi Yaacob


This paper presents the development of an instrument for measuring strategic control systems (SCS). Although SCS has received considerable attention in the literature, most of the discussions, on the elements that constitute SCS, are limited to descriptive statements. Thus, the theoretical construct of SCS suffers from lack of extensive statistical validation procedures. However, there are a few authors that had initiated the development of an instrument to measure the SCS. Their small effort had also been criticized due to the inconsistency among authors in defining SCS, which would likely affect the validity of the instrument being developed. Given this lacuna, this paper has developed and validated an instrument for conceptualizing SCS, specifically under the environment of Quality Management strategy. Based on a careful and systematic process of instrument development, this paper revealed that SCS consists of two important dimensions, namely strategy implementation and strategic resource allocation. In developing this instrument, a total number of 205 respondents were involved. The findings reported in this paper would benefit future researchers in measuring SCS, particularly for survey-based research.


DOI: j.msl.2012.06.014

Keywords: Strategic control systems ,Quality management

How to cite this paper:

Yaacob, Z. (2012). Theoretical construct of strategic control systems.Management Science Letters, 2(6), 2061-2070.


References

Akroyd, C. & Maguire, W. (2011). The roles of management control in a product development setting. Qualitative Research in Accounting & Management, 8(3), 212-237.

Ali, N. A., Mahat, F. & Zairi, M. (2007). HRM issues in quality initiatives for Malaysian universities. International Journal of Economics and Management, 1(3), 437-452.

Bollen, K. A. (1989). Structural equations with latent variable. New York: Wiley.

Bromwich, M. (1990). The case for strategic management accounting: The role of accounting information for strategy in competitive markets. Accounting, Organizations and Society, 15, 27-46.

Churchill, G. A. Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16, 64-73.

Goold, M. & Quinn, J. J. (1990). The paradox of strategic controls. Strategic Management Journal, 11 (1), 43-57.

Goold, M. & Quinn, J. J. (1993). Strategic control: Milestones for long-term performance. London: Pitman Publishing.

Govindarajan, V. & Gupta, A. K. (1985). Linking control systems to business unit strategy: Impact on performance. Accounting, Organizations and Society, 10 (1), 51-66.

Haupt, T. C. (2004). Inhibiting factors of implementing total quality management on construction sites. The TQM Magazine, 16(3), 166-173.

Hoque, Z. (2003). Total Quality Management and the Balanced Scorecard approach: A critical analysis of their potential relationships and direction for research. Critical Perspectives on Accounting, 14 (5), 553-566.

Ittner, C. D. & Larcker, D. F. (1997). Quality strategy, strategic control systems and organizational performance. Accounting, Organizations and Society, 22 (3/4), 295-314.

Kaplan, R. S. & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review (Jan-Feb), 74 (1), 75-85.

Kaplan, R. S. & Norton, D. P. (2000). The strategy-focused organization. USA: Harvard Business School Press.

Kerlinger, F. N. & Lee, H. B. (2000). Foundations of behavioral research. 4th ed. Harcourt College Publishers: Orlando, US.

Kumar, R., Garg, D. & Garg, T.K. (2011). TQM success factors in North Indian Manufacturing and services industries, The TQM Journal, 23(1), 36-46.

Mooraj, S., Oyon, Y. & Hostettler, D. (1999). The balanced scorecard: A necessary good or an unnecessary evil? European Management Journal, 17(5), 481-491.

Nunnaly, J. C. (1978). Psychometric theory. New York: McGraw Hill.

Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16 (1), 15-37.

Schendel, D. E. & Hofer, C. W. (1979). Strategic management. Boston: Little, Brown.

Schreyogg, G. & Steinmann, G. (1987). Strategic control: A new perspective. Academy of Management Review, 12, 91-103.

Sinclair, D & Zairi, M. (2001). An empirical study of key elements of total quality-based performance measurement systems: A case study approach in the service industry sector. Total Quality Management, 12 (4), 535-550.

Simons, R. (1990). The role of management control systems in creating competitive advantage: New perspectives. Accounting, Organizations and Society, 15 (1/2), 127-143.

Takahiro, S. & Jia, P. (2012). Comparison of internal control systems in Japan and China. International Journal of Business Administration, 3(1), 66-74

Yu, B.T.W., To, W.M. & Lee, P.K.C. (2012). Quality management framework for public management decision making, Management Decision, 50(3), 420-438.