경영전략, 성과측정시스템의 이용, 측정치의 다양성, 그리고 경영성과간의 관계 = Business strategy, performance measurement systems, and organizational performance

목차 (Table of Contents)

• Management control systems(MCS) are defined as formal "control and feedback systems" used to monitor organizational outcomes and to correct deviations from the performance standards. Successful implementation of MCS depends on how well performance measurement systems(PMS) are designed and used. Taking such conditions into the consideration, the purpose of this thesis is to explore the roles of two attributes of PMS, namely use of PMS and the diversity of the measures.
• This study tested the relationship of four factors; business strategy, use of PMS, diversity of measures, and performance. With the modifications of Miles and Snow(1978), the two-way classification(prospector/defender) was used to construct business strategy, the independent variable. From Simons(1995), two variables, interactive use of PMS and diagnostic use of PMS, were constructed. Based on the four perspective of BSC, four variables related to diversity of measures were constructed. These two attributes of PMS were used as mediators in the model. Performance, the dependent variable, was divided into two dimensions, financial and non-financial.
• The sample consisted of manufacturing firms, which have sales for more than 200 billion won, and also are listed on Korea Stock Exchange(KSE). Data were collected through a survey questionnaire sent to the senior members of management.
• The results were as follows. In regard to the use of PMS, the prospector strategy was associated with a higher interactive use of PMS than the defender strategy. In addition, the prospector strategy was associated with a higher diagnostic use of PMS than the defender strategy. In regard to the diversity of measures, the prospector strategy was associated with more diverse measures than the defender strategy. The results implied that successful implementation of the prospector strategy requires multi-dimensional performance measures beyond a single-dimensional financial performance measure because the prospector strategy focuses on innovation and process improvement. The significant positive association between two attributes of PMS and both financial and non-financial performance. Also, two attributes of PMS mediated the relationship between business strategy and performance. Such findings suggest that successful implementation of business strategies depends on the successful design and use of PMS.