A review of the article on “performance management: a framework for management control systems research”
How to
present this article in Harvard reference format?
To reference this article in Harvard format,
you would structure it as follows:
Otley, D. (1999) ‘Performance
management: a framework for management control systems research’, Management Accounting Research, 10(4), pp. 363–382.
doi: 10.1006/mare.1999.0115.
If you need to include the URL (for example,
if you accessed it online), you can add:
Available at: https://www.researchgate.net/publication/222473924_Performance_Management_A_Framework_For_Management_Control_Systems_Research
(Accessed: [date]).
What are the
key research issues the article wants to address?
·
The article by David Otley
(1999) identifies key research issues in the field of performance management
and management control systems centered around five core questions which form a
framework to analyze organizational control systems:
1.
Identification of
Key Objectives: What are the critical
objectives central to the organization's long-term success, and how is
achievement of these objectives evaluated? This raises research questions
around how organizations define and prioritize goals from the perspectives of
different stakeholders.
2.
Strategies and
Plans: What strategies and plans has
the organization adopted, what processes and activities are required to
implement these strategies, and how is performance of these activities
assessed? Research interest lies in linking strategy formulation to control
systems and understanding means-end relationships.
3.
Target-Setting: What level of performance is needed in each area,
and how are appropriate performance targets established? Traditional issues
about effectiveness, efficiency, and benchmarking stem from this.
4.
Incentives and
Rewards: What rewards and penalties
are attached to achieving or failing to achieve targets? Despite being often
neglected in performance measurement research, exploring the design and impact
of incentive schemes, including cultural differences, is important.
5.
Information
Feedback Loops: What information flows
(feedback and feed-forward) exist to help the organization learn from
experience and adapt behavior? This includes understanding multiple timescales
of learning and organizational culture formation.
Beyond these specific
questions, the article highlights broader research issues such as:
o
How different control systems
operate as part of an overall organizational control package rather than in
isolation.
o
The contingencies affecting
the choice and effectiveness of control systems, particularly the role of
strategy and organizational context.
o
The practical use,
integration, and behavioral impacts of specific performance management
techniques like budgeting, Economic Value Added (EVA), and the Balanced
Scorecard.
o
The need for longitudinal,
in-depth case studies and mixed methods (e.g., combining survey and case study
approaches) to better understand these control systems in practice.
o
Exploring the motivation and
behavior aspects in the design and operation of management control systems,
recognizing cultural and organizational differences.
o
Assessing the behavioral and
organizational effects of financial versus non-financial performance measures
and reward systems.
In sum, the article sets out
to move beyond narrowly economic or technical views of performance measurement
to a broader, integrated research agenda addressing how performance management
works in practice in the complex organizational and strategic context.
Describe two main theories employed in this article.
The article by
David Otley (1999) employs two main theoretical perspectives to underpin the
proposed framework for performance management and management control systems
research:
1.
Contingency Theory
of Management Accounting This theory
posits that there is no universally optimal management control system; rather,
the choice and design of appropriate control techniques depend on specific
contingencies or circumstances of an organization, especially its objectives
and strategy . Key elements include:
·
The organization's goals and
strategies heavily influence the selection of performance measures and
controls. Different strategies require different configurations of control
systems.
·
The need for a “goodness of
fit” between control systems and organizational context to enhance
effectiveness.
·
Contingency theory rejects a
“one-size-fits-all” approach and instead encourages tailoring controls to
organizational conditions such as size, technology, and competitive
environment.
·
The paper draws on works by
Anthony (1965) as well as Simons (1995) and Langfield-Smith (1997) who
emphasized strategy as a key contingent variable shaping controls.
2.
Management Control
Systems (MCS) Framework Originating
mainly from Anthony’s (1965) classic framework of management planning and
control systems, this approach distinguishes between strategic planning,
management control, and operational control and explores how management control
systems provide information to assist managers in influencing organizational
behavior . Key features include:
·
MCS are viewed as systems
providing information feedback loops to enable evaluation and regulation of
performance relative to plans and objectives.
·
It acknowledges behavioral
aspects such as motivation and the role of incentives in influencing manager
and employee actions.
·
However, traditional MCS
frameworks have been critiqued for focusing narrowly on financial measures and
for insufficiently integrating strategic planning and operational control.
·
The article seeks to extend
the MCS framework to a broader ‘performance management’ perspective that
integrates strategy, objectives, target-setting, incentives, and information
flows, thus enriching the classic model.
Together, these theories
justify the article’s inductive framework which addresses five key questions
about objectives, strategies, targets, rewards, and information feedback,
emphasizing the fit between organizational context and control system design .
The contingency theory explains why different organizations require different
systems, while the MCS framework provides the foundation for understanding
control system operation and information flows in management .
Highlight 2 main primary findings reported in
this article.
The article by David Otley (1999) reports two
main primary findings based on the development and application of the proposed
performance management framework:
1. Integration of Five Key Issues Provides a Comprehensive Framework for Analyzing Performance Management Systems The article identifies five central questions related to organizational objectives, strategies and plans, target setting, incentive and reward structures, and information feedback loops as essential components of management control systems . By integrating these five interconnected elements, the framework offers a more complete, holistic view of organizational control systems beyond traditional financial performance measurement. This comprehensive approach helps to expose neglected areas in practice and research and provides a valuable tool for analyzing and improving performance management techniques such as budgeting, Economic Value Added (EVA), and the Balanced Scorecard.
2. Control Systems Are More Like ‘Packages’ Than Fully Coherent, Rational Systems and Need to Be Studied Longitudinally and Contextually The article finds that organizational control systems are typically complex, evolving packages with components added at different times by different managers, rather than fully integrated, rationally designed systems . This has important implications for research methodology, emphasizing the need for longitudinal, in-depth case studies that consider context, inter-relationships, and cultural factors. Such studies can reveal the antecedents, operation, and consequences of control system choices and provide a richer understanding than isolated, technique-focused analyses. The framework thus encourages more empirical research that examines the dynamic and socially embedded nature of performance management systems.
These findings underscore the
importance of a broad, integrated perspective on performance management and the
need for research approaches that capture the complexity and context-dependent
nature of control systems.
Describe 3
main claims of the article in terms of Toulmin's model of argument.
Using Toulmin's
model of argument—which includes claims, grounds (evidence), warrants
(justification), backing, qualifiers, and rebuttals—three main claims from
David Otley’s (1999) article can be described as follows:
Claim 1: The performance management framework
integrating five key questions provides a useful and comprehensive tool for
analyzing management control systems beyond traditional financial measurement.
·
Grounds
(Evidence): The paper inductively
develops five central questions relating to objectives, strategies and plans,
target-setting, incentives and rewards, and information feedback loops, and
applies this framework to three systems (budgeting, EVA, Balanced Scorecard) to
expose neglected areas and guide improvements .
·
Warrant
(Justification): A framework that explicitly
integrates multiple interrelated aspects of control systems captures
organizational complexity better than narrow financial approaches.
·
Backing: Prior research on management control systems,
contingency theory, and examples of budgeting and newer techniques like EVA and
Balanced Scorecard support the need for such broader frameworks .
·
Qualifier: This framework is a first step and may require
adaptation to different organizations and contexts.
·
Rebuttal: While not prescriptive, some may argue other
frameworks or narrower financial models suffice; however, such approaches risk
overlooking crucial elements that affect performance management.
Claim 2: Management control systems should be understood
as complex, evolving "packages" rather than fully rational, coherent
systems.
·
Grounds
(Evidence): The article references prior
literature on contingency theory and organizational control packages, and notes
that control elements are added by different people at different times, making
the overall system less cohesive .
·
Warrant
(Justification): Organizational realities and
historical processes hinder fully rational system design; understanding these
systems requires acknowledging their fragmented and evolving nature.
·
Backing: Theoretical backing from Hopwood (1987) and others
who compared control systems to archaeology; empirical observations supporting
complexity and incoherence .
·
Qualifier: This complexity is typical but individual elements
may exhibit rationality.
·
Rebuttal: One might assume that organizations could design
fully coherent systems, but the evidence suggests otherwise.
Claim 3: Empirical research on performance management
systems should prioritize longitudinal, context-sensitive case studies to
generate meaningful understanding.
·
Grounds
(Evidence): The paper discusses the
limitations of purely economic or normative views and argues that in-depth,
longitudinal studies allow exploration of control packages in context,
capturing interactions, motivators, and the dynamic evolution of systems .
·
Warrant
(Justification): Because control systems are
complex, socially embedded, and context-dependent, static or cross-sectional
studies cannot adequately reveal causes and effects.
·
Backing: Examples cited include Scandinavian and U.K.
research traditions that have successfully employed these methods .
·
Qualifier: Such methodologies may be more resource intensive
and focused on single organizations but yield richer insights.
·
Rebuttal: Large-scale surveys or experimental methods might
be faster but risk ignoring critical contextual nuances.
These three claims
collectively support the article’s thesis that performance management research
and practice benefit from a richer, multi-faceted, and contextually aware
approach.
Describe 2
main research limitations of the study.
Two main research limitations of David
Otley’s (1999) study are:
1. Primarily Conceptual and
Inductive Framework Without Extensive Empirical Testing The performance management framework is
developed inductively from prior research and existing theory and applied
illustratively to three control techniques (budgeting, EVA, Balanced Scorecard)
but is not extensively empirically validated across a broad range of
organizations or contexts. Otley acknowledges that the framework “can usefully
be developed further by its use in analysing other instances” and specifically
calls for case-based, longitudinal studies to test and refine it.
Thus, the study’s propositions remain largely theoretical and
hypothesis-generating rather than empirically confirmed.
2. Focus on Organizational-Level
Analysis May Overlook Variations at Sub-Unit or Cross-Cultural Levels While the framework is applied at the level
of relatively autonomous strategic business units, Otley notes that performance
management configurations may differ in sub-units due to corporate policies or
context, and that control systems are influenced by national and organizational
culture .
The study does not deeply explore such intra-organizational or cross-national
variations, potentially limiting the generalizability and comprehensiveness of
the framework when dealing with multi-layered or culturally diverse settings.
In summary, the limitations center on (1) the
need for more extensive empirical validation, especially longitudinal and case
studies, and (2) the somewhat narrow analytical focus on organizational units
without fully addressing internal heterogeneity or cultural factors that
influence management control systems.
