Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.603199
Title: The implementation of balanced scorecard in a Malaysian Government linked company : an institutional perspective
Author: Mohd Said, Julia Binti
ISNI:       0000 0004 5355 4664
Awarding Body: University of Manchester
Current Institution: University of Manchester
Date of Award: 2014
Availability of Full Text:
Access through EThOS:
Access through Institution:
Abstract:
The thesis examines why and how a Malaysian telecommunication company TM, adopted balance scorecard (BSC). The focus lies in the new institutional theory (NIS), particularly the institutional change model of Hopper and Major (European Accounting Review, 16(1), pp. 59-97, 2007), supplemented by theoretical triangulation involving economic, labour process and actor network theories to enrich observations and extend theory. An explanatory case study is used which employed semi structured interviews, document reviews, informal conversation and observations as method of data collection. Why TM adopted BSC lay in a complex, interrelated chain of institutions, including the government as the main shareholder, management consultants and competitor. BSC was seen as a symbol of improved competitiveness and efficiency but its diffusion and adoption involved mimetic, coercive and normative pressures. The initial reason of adopting BSC was mimetic as a way for TM to move forward after privatisation process. In addition, BSC was also seen as a tool for TM to better transformed itself in order to compete with new players in the telecommunication industry. It is also an act of gaining legitimacy as TM moved from government agency to a privatised entity. Hence, adopting new management accounting practice provides TM an acknowledgment as a private entity. Government transformation programme in 2004 acts as coercive pressure for TM to fully redesign the BSC and tie it to the reward system. Various actors were mobilized to translate and modify BSC to become a working practice in the company. This translation process continues even after the implementation of BSC as new actors join the organisation and existing actors left the organisation. TM executives adopted and used BSC whereas the operational employees showed resistance to the new system. Thus, two separate performance reward systems continue to be practiced in TM which one is based on BSC methodology while the other following the old performance measurement system.
Supervisor: Wickramasinghe, Danture Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.603199  DOI: Not available
Keywords: balanced scorecard ; government-linked company ; explanatory case study ; institutional perspective ; Malaysia
Share: