An Analytical framework for examining changes in performance measurement systems within the banking sector

Rahat Munir, Sujatha Perera, Kevin Baird

Research output: Contribution to journalConference paperResearchpeer-review

Abstract

Drawing on institutional theory, more specifically DiMaggio and Powells (1983) notion of institutional isomorphism, and Olivers (1991) typology of strategic responses to institutional pressures, this paper develops an analytical framework to examine the factors that influence organisations to change their performance measurement systems, and the responses to consequential change efforts. The paper suggests that various macro-level factors (economic, technological, socio-cultural and political) that affect organisational functioning place pressure (mimetic, normative and coercive) on the organisation to change their performance measurement practices. The paper also suggests that rather than passively conforming to such pressure, organizations often respond strategically, and the strategic responses could take various forms including non-compliance. The proposed framework could be used to examine changes in performance measurement systems in organisations in general and organisations in the banking sector more specifically.

Fingerprint

Performance measurement system
Banking sector
Strategic response
Influence factors
Institutional theory
Isomorphism
Economic factors
Performance measurement
Functioning
Noncompliance
Institutional pressures

Keywords

  • change in performance measurement systems
  • institutional theory
  • banking sector
  • strategic responses

Cite this

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title = "An Analytical framework for examining changes in performance measurement systems within the banking sector",
abstract = "Drawing on institutional theory, more specifically DiMaggio and Powells (1983) notion of institutional isomorphism, and Olivers (1991) typology of strategic responses to institutional pressures, this paper develops an analytical framework to examine the factors that influence organisations to change their performance measurement systems, and the responses to consequential change efforts. The paper suggests that various macro-level factors (economic, technological, socio-cultural and political) that affect organisational functioning place pressure (mimetic, normative and coercive) on the organisation to change their performance measurement practices. The paper also suggests that rather than passively conforming to such pressure, organizations often respond strategically, and the strategic responses could take various forms including non-compliance. The proposed framework could be used to examine changes in performance measurement systems in organisations in general and organisations in the banking sector more specifically.",
keywords = "change in performance measurement systems, institutional theory, banking sector, strategic responses",
author = "Rahat Munir and Sujatha Perera and Kevin Baird",
year = "2009",
language = "English",
pages = "1--44",
journal = "2009 AFAANZ Conference proceedings",
issn = "1328-780X",
publisher = "Accounting and Finance Association of Australia and New Zealand",

}

An Analytical framework for examining changes in performance measurement systems within the banking sector. / Munir, Rahat; Perera, Sujatha; Baird, Kevin.

In: 2009 AFAANZ Conference proceedings, 2009, p. 1-44.

Research output: Contribution to journalConference paperResearchpeer-review

TY - JOUR

T1 - An Analytical framework for examining changes in performance measurement systems within the banking sector

AU - Munir, Rahat

AU - Perera, Sujatha

AU - Baird, Kevin

PY - 2009

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N2 - Drawing on institutional theory, more specifically DiMaggio and Powells (1983) notion of institutional isomorphism, and Olivers (1991) typology of strategic responses to institutional pressures, this paper develops an analytical framework to examine the factors that influence organisations to change their performance measurement systems, and the responses to consequential change efforts. The paper suggests that various macro-level factors (economic, technological, socio-cultural and political) that affect organisational functioning place pressure (mimetic, normative and coercive) on the organisation to change their performance measurement practices. The paper also suggests that rather than passively conforming to such pressure, organizations often respond strategically, and the strategic responses could take various forms including non-compliance. The proposed framework could be used to examine changes in performance measurement systems in organisations in general and organisations in the banking sector more specifically.

AB - Drawing on institutional theory, more specifically DiMaggio and Powells (1983) notion of institutional isomorphism, and Olivers (1991) typology of strategic responses to institutional pressures, this paper develops an analytical framework to examine the factors that influence organisations to change their performance measurement systems, and the responses to consequential change efforts. The paper suggests that various macro-level factors (economic, technological, socio-cultural and political) that affect organisational functioning place pressure (mimetic, normative and coercive) on the organisation to change their performance measurement practices. The paper also suggests that rather than passively conforming to such pressure, organizations often respond strategically, and the strategic responses could take various forms including non-compliance. The proposed framework could be used to examine changes in performance measurement systems in organisations in general and organisations in the banking sector more specifically.

KW - change in performance measurement systems

KW - institutional theory

KW - banking sector

KW - strategic responses

M3 - Conference paper

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JO - 2009 AFAANZ Conference proceedings

T2 - 2009 AFAANZ Conference proceedings

JF - 2009 AFAANZ Conference proceedings

SN - 1328-780X

ER -