The institutionalisation of a business performance management system in the Australian public sector
James, Wendy (2006) The institutionalisation of a business performance management system in the Australian public sector. [Working Paper] (Unpublished)
This research explores the institutionalisation of a new performance management system, namely the Balanced Scorecard in a Government owned corporation in Australia. A single exploratory/descriptive case study with embedded multiple unit analysis was used in order to examine the adoption of a balanced scorecard as an example of the process of evolution of a new initiative. It uses the concept of isomorphism to explain the initial adoption of the Balanced Scorecard. Further, it highlights the importance of the deliberation of both rational analytical approaches and legitimacy as a fundamental accompaniment to isomorphism in the continuing development of the new performance management system.
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|Item Type:||Working Paper|
|Keywords:||Corporatisation, Competition, Institutionalisation, Performance, Balanced Scorecard|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > ACCOUNTING AUDITING AND ACCOUNTABILITY (150100) > Management Accounting (150105)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
|Copyright Owner:||Copyright 2006 Wendy James|
|Deposited On:||11 Jan 2007|
|Last Modified:||12 Feb 2015 01:37|
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