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Shaping Organizational Outcomes Thro...

Cai, Wei.

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Shaping Organizational Outcomes Through Management Control Systems: Evidence from the Field.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Shaping Organizational Outcomes Through Management Control Systems: Evidence from the Field./
作者:	Cai, Wei.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
面頁冊數:	177 p.
附註:	Source: Dissertations Abstracts International, Volume: 82-05, Section: A.
Contained By:	Dissertations Abstracts International82-05A.
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28220588
ISBN:	9798678135421

Shaping Organizational Outcomes Through Management Control Systems: Evidence from the Field.
Cai, Wei.

Shaping Organizational Outcomes Through Management Control Systems: Evidence from the Field. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 177 p.

Source: Dissertations Abstracts International, Volume: 82-05, Section: A.

Thesis (D.B.A.)--Harvard University, 2020.

This item must not be sold to any third party vendors.

The management accounting literature investigates the role of control systems in maximizing organizational performance by facilitating managerial decision-making and shaping employee behaviors. Despite the use of diverse management control systems in practice, there is a lack of systematic empirical evidence that examines their effectiveness and (un)intended consequences. In my dissertation, I study the use of different management control systems and their effect on organizational performance by using proprietary data from different organizations. Thereby, my work contributes to the literature on the design of management control systems that can inform corporate leaders and managers on how to deliberately shape organizational outcomes.

ISBN: 9798678135421Subjects--Index Terms:

Management accounting

Shaping Organizational Outcomes Through Management Control Systems: Evidence from the Field.
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520 $a The management accounting literature investigates the role of control systems in maximizing organizational performance by facilitating managerial decision-making and shaping employee behaviors. Despite the use of diverse management control systems in practice, there is a lack of systematic empirical evidence that examines their effectiveness and (un)intended consequences. In my dissertation, I study the use of different management control systems and their effect on organizational performance by using proprietary data from different organizations. Thereby, my work contributes to the literature on the design of management control systems that can inform corporate leaders and managers on how to deliberately shape organizational outcomes.
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