The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance

Sophia Su*, Kevin Baird, Herb Schoch

*Corresponding author for this work

Research output: Contribution to journalArticle

34 Citations (Scopus)

Abstract

This study examines the moderating effect of organisational life cycle (OLC) stages on the association between the approach to using controls (interactive versus diagnostic) with organisational performance. Analysis is conducted in respect to Miller and Friesen's (1984) organisational life cycle (OLC) stages (birth, growth, maturity, and revival). Data were collected by a survey questionnaire from a random sample of 343 General Managers in Australian manufacturing business units. The results indicate that the interactive approach was positively (negatively) associated with organisational performance in the growth (revival) stage. The use of the diagnostic approach was positively (negatively) associated with organisational performance in the revival (maturity) stage. The study contributes to the literature linking management control systems and OLC stages by providing knowledge regarding the suitability of interactive and diagnostic approaches to using controls for business units within specific OLC stages.

Original languageEnglish
Pages (from-to)40-53
Number of pages14
JournalManagement Accounting Research
Volume26
DOIs
Publication statusPublished - 1 Mar 2015

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