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Relationship of organizational cultu...

Del Cukut, Ayla.

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Relationship of organizational culture and BSC use: U.S. banks.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Relationship of organizational culture and BSC use: U.S. banks./
Author:	Del Cukut, Ayla.
Description:	201 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
Contained By:	Dissertation Abstracts International75-02A(E).
Subject:	Business Administration, Banking. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3600759
ISBN:	9781303509803

Relationship of organizational culture and BSC use: U.S. banks.
Del Cukut, Ayla.

Relationship of organizational culture and BSC use: U.S. banks. - 201 p.

Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.

Thesis (Ph.D.)--Capella University, 2013.

This dissertation evaluated the relationship of banks' organizational culture and the Balanced Score Card (BSC). Surveys of three banks---JP Morgan Chase, Citibank, and Wells Fargo---were used in this study. Over the years, each of these banks has faced various management challenges as they seek competitive advantages and improvements in their performances. The multidimensional capabilities of BSC make it a tool these banks use to explore toward this vision. In terms of methodology, the quantitative survey questionnaire of five hypothetical factors gathered primary data from employees of the three banks along a 5-point Likert scale. The participants in the survey were banks' low, medium and high level managers: 285 from JP Morgan Chase, 376 from Wells Fargo, and 253 from Citibank. On the other hand, the literature review on the potential and success of BSC was compared with the primary data. The results indicated that all five hypothetical statements were upheld while their null statements were rejected. From an organizational learning and growth perspective, the perceived effectiveness of BSC use relates to involvement, consistency, adaptability, and the banks' mission. Consequently, there is a relationship between organizational culture and perceived effectiveness of BSC use from an organizational learning and growth perspective in large US banks. In conclusion, this study confirmed a strong correlation between organizational culture and perceived effectiveness of BSC use from organizational learning and growth perspectives. There are recommendations for practice, including implementing the BSC to enhance banks' performances, empowering bank employees, task rotation, projection of organizational values, avoiding cracks in business operations, and changes in management actions to increase frequency of interacting with employees. Finally, there are recommendations for future studies on how employees can increase departmental engagement; on implementing new learning programs; on improving performance as a culture; prioritizing operations, and on measuring growth and outcomes.

ISBN: 9781303509803Subjects--Topical Terms:

1018458
Business Administration, Banking.

Relationship of organizational culture and BSC use: U.S. banks.
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100 1 $a Del Cukut, Ayla. $3 2099802
245 1 0 $a Relationship of organizational culture and BSC use: U.S. banks.
300 $a 201 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
500 $a Adviser: William Dennis Huber.
502 $a Thesis (Ph.D.)--Capella University, 2013.
520 $a This dissertation evaluated the relationship of banks' organizational culture and the Balanced Score Card (BSC). Surveys of three banks---JP Morgan Chase, Citibank, and Wells Fargo---were used in this study. Over the years, each of these banks has faced various management challenges as they seek competitive advantages and improvements in their performances. The multidimensional capabilities of BSC make it a tool these banks use to explore toward this vision. In terms of methodology, the quantitative survey questionnaire of five hypothetical factors gathered primary data from employees of the three banks along a 5-point Likert scale. The participants in the survey were banks' low, medium and high level managers: 285 from JP Morgan Chase, 376 from Wells Fargo, and 253 from Citibank. On the other hand, the literature review on the potential and success of BSC was compared with the primary data. The results indicated that all five hypothetical statements were upheld while their null statements were rejected. From an organizational learning and growth perspective, the perceived effectiveness of BSC use relates to involvement, consistency, adaptability, and the banks' mission. Consequently, there is a relationship between organizational culture and perceived effectiveness of BSC use from an organizational learning and growth perspective in large US banks. In conclusion, this study confirmed a strong correlation between organizational culture and perceived effectiveness of BSC use from organizational learning and growth perspectives. There are recommendations for practice, including implementing the BSC to enhance banks' performances, empowering bank employees, task rotation, projection of organizational values, avoiding cracks in business operations, and changes in management actions to increase frequency of interacting with employees. Finally, there are recommendations for future studies on how employees can increase departmental engagement; on implementing new learning programs; on improving performance as a culture; prioritizing operations, and on measuring growth and outcomes.
590 $a School code: 1351.
650 4 $a Business Administration, Banking. $3 1018458
650 4 $a Economics, Finance. $3 626650
650 4 $a Business Administration, Management. $3 626628
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710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 75-02A(E).
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793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3600759