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Organizational performance in most survey-based management control research appears on the "Left hand side of the equation" as a dependent variable. The objective typically being to identify, predict or model the effects of management control variables presumed to be causally antecedent. However, the effects of organizational performance acting as an independent variable has received surprisingly little attention in management control research. The authors argue that without taking into consideration the recursive effects of organizational performance, such models are likely to be incomplete and provide a distorted picture of the true causal structure of performance.
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