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 |