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Using Institutional Theory To Develop A Conceptual Framework For Benchmarking, Edmund W. Watts, Amanda Mead
Using Institutional Theory To Develop A Conceptual Framework For Benchmarking, Edmund W. Watts, Amanda Mead
Ted Watts
The objective of this research was to develop a conceptual framework based on institutional theory to explain the key drivers or mechanisms behind the adoption and use of the business practice of benchmarking. The paper commences with the conceptualisation of benchmarking identifying the four dimensions of benchmarking, internal, direct competition, industry, and best-in-class. This was followed by the development of a construct for investigation using institutional theory through its major components, organisational isomorphism, organisational dependency, and organisational legitimacy. Overlaying the benchmarking and institutional theory literature on the four dimensions of benchmarking and the institutional theory construct a conceptual crossover was …
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Ted Watts
Management accounting researchers have criticised the practitioner-oriented management accounting techniques of the last decade for lacking integrated theories. A contrasting perspective is that these emerging techniques are not atheoretical, but rather natural applications of existing theory as defined in complementary disciplines. Using concepts theory, this paper relates the strategic balanced scorecard (SBSC) to the theoretical concepts of cybernetics. The three fundamental characteristics of cybernetics: causal relationships, communication and change are compared to the SBSC in practice. The results align the practical characteristics of the SBSC to contemporary descriptions of theory, specifically those directed towards abstraction and explanation, thus providing a …