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Role of organizational culture and actors on success and failure of balanced scorecard operationalization: A case study of a clustered firm

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dc.contributor.author Lewis, R.H.S.
dc.contributor.author Kapiyangoda, K.K.
dc.date.accessioned 2022-05-05T04:30:44Z
dc.date.available 2022-05-05T04:30:44Z
dc.date.issued 2020
dc.identifier.citation Lewis, R.H.S., & Kapiyangoda, K.K. (2020). Role of organizational culture and actors on success and failure of balanced scorecard operationalization: A case study of a clustered firm, International Conference on Business Management -2019. en_US
dc.identifier.uri http://dr.lib.sjp.ac.lk/handle/123456789/11256
dc.description.abstract This paper investigates how organizational culture influenced successful and unsuccessful operationalization of the balanced scorecard in a clustered apparel firm in Sri Lanka. Actor-Network Theory (ANT) was incorporated as the theoretical lens in a qualitative, case-study approach data were gathered from interviews and documentary evidence. Findings revealed that the cluster that possessed a hierarchical culture, failed in operationalization of the balanced scorecard, while the cluster that possessed a clan culture (friendly, team-oriented and innovative) succeeded. The divisional leaders of the clusters were key actors who shaped their divisional controls, and the middle-level managers and lower-level employees also influenced operationalization of the management controls from the grass roots level. Non-human actors such as ERP systems and training on the balanced scorecard also influenced operationalization. Our study also revealed the existence of a subculture within a cluster (Cluster X) that led it to fail operationalization while revealing that the other cluster, which did not have any subcultures, succeeded. en_US
dc.language.iso en en_US
dc.publisher Faculty of Management Sciences, University of Sri Jayewardenepura en_US
dc.subject Organizational culture, subcultures, cultural diversity, balanced scorecard, apparel firm in Sri Lanka, clustered firm en_US
dc.title Role of organizational culture and actors on success and failure of balanced scorecard operationalization: A case study of a clustered firm en_US
dc.type Article en_US


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