RIFT VALLEY UNIVERSITY

FUCLTY OF BUSINESS AND

SOCIAL SCIENCE

DEPARTEMENT OF ACCOUNTING AND FINANACE (MSc)

ASSINGMENT OF STRATEGIC MANAGEMENT AND BUSSINESS POLIC

ON Strategic Management or planning practices productivity company in Ethiopia

GROUP NAME

Name Id

1. Wogayehu Asefa……….. 0011/18

Submitted to: Mr. YEMIAR

Adama Main Campus

May: 2021
 Table of Contents
Contents
Page

Abstract

CHAPTER 1..................................................................................................................................................2
INTRODUCTION 2
Methodology ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

Frameworks for analysis ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

On the interplay between Strategy and MCS ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

Analysis and conclusions ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

References ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
 Abstract

There is considerable academic interest for the interplay Strategic Management or planning practices
Strategic performance measurement systems (SPMS), such as Simons’ levers of control and Kaplan and
Norton's balanced scorecard were introduced in the consulting literature as vehicles for developing and
implementing strategy. But there are also numerable case studies and surveys that investigate empirical
evidence of the interplay between management control and strategy derived from management practices.
This paper is a review of the extant literature. It aims at identifying developments and gaps within this
area of accounting research. Literature from six fields of research has been searched in a structured
manner using exhaustive search algorithms Several scholars indicate that knowledge in this area is still
rather limited; however comparison among studies provides insights that have not been made explicit.

Key words: Strategic Management or planning practices

1. Introduction
There Strategic Management or planning practices the interplay Strategic Management or planning
practices was published, reviewing a period of more than 20 years of research. This critical review
covered a selection of fourteen empirical. Based on this review, Langfield-Smith noted several
shortcomings in research. She argued that the inconsistent way in which control, effectiveness and
strategy were operationalized and measured in studies under investigation resulted in fragmented and
sometimes conflicting research evidence. Comparison between survey and case studies led Langfield-
Smith (1997) to conclude that case studies address the interplay between strategy and MCS “in much
greater depth and often in a dynamic way” (Langfield-Smith, 1997: p228). Directions and
recommendations for future research resulting from her review were twofold, i.e. to aim for the
development of consistent classifications for contingent variables and for the use of established
classifications of strategy. Langfield-Smith (1997) identitypologies of Miles and Snow (1978), Porter
(1980, 1985), Miller and Friesen (1982) as being used in the studies she reviewedTo determine how this
specific area of the accounting and control field has developed, we examine the state of this area by
performing a structured and focused search and subsequently perform an analysis of the relevant
literature. This review is in part motivated by Chapman’s observation (2005: p6) that “[t]he traditional
understanding of the relationship between MCS and strategy is at best limited in scope.” and by Chua’s
suggestion that we need to know more on the roles of accounting and control in ‘strategizing’, i.e.
strategy in the process of becoming (Chua, 2007), posing the intriguing question: “How are concepts of
‘skilful’ and ‘effective’ practice constituted?”. Our review discloses the state of the art in this field of
inquiry and aims to offer an opportunity to further embed such process-based research in extant
knowledge and to connect it to another related strand of research – corporate strategy.

2. Methodology

In order to obtain a relatively complete census of the extant body of knowledge pertaining to this specific
research area, eighty-nine journals from the fields of finance and accounting, general management
science, management science and information systems, marketing, organization and strategy were
searched (see appendix 1 for the complete journal list). The choice to also include journals from other
fields of research was driven by the idea that the interplay between Strategic Management or planning
practices could also be an area receiving interest in other fields of scholarly inquiry. As such, research in
the accounting and control discipline can possibly benefit from findings in other fields. The Business
Source Premier database was chosen as the primary source for the journals, while it provides indirect
access to online repositories as Berkeley Electronic Press, Blackwell Synergy, EconPapers, Emerald,
IEEE Computer Society, JSTOR, SAGE journals online, ScienceDirect and SwetsWise. Subsequent
searches where were developed and used. The problem that the set of developed algorithms aims to solve
is the large amount of manual work involved in searching scientific literature. The set of algorithms was
designed for searching literature that describes a relationship between two phenomena. As there is a
possibility that the various studies describe the relationship Strategic Management or planning practices
in completely different wording, phenomena can be described using synonyms or closely related aspects
thereof.. To avoid incompleteness of the search for relevant studies, multiple keywords were used.
Drawback of the attempt at a comprehensive coverage is that the number of search instructions involved
in the process of obtaining relevant studies rapidly increases. The algorithms allow for automatic
retrieval of document information through a search engine, such as the EBSCOhost interface. The first
algorithm creates clusters of queries based on pre-entered sets of journals and keywords. A second
algorithm is used to extract the data from the files received from the server and stores it in a local
database. The data in the local database can be sorted by any element, which can be helpful to organize
the literature. The third algorithm that is used allowed us to map the data in a dimensional model. The
resulting model consists of tables containing links to the data of the retrieved papers. The body of extant
literature is presented as a dimensional model shown in figure

3. Frameworks for analysis

To enable a thorough analysis, frameworks focusing on different elements of these studies are employed.
The classification and subsequent analysis of studies is in essence based on the framework developed by
Mohr (1982) where the focus is on the approach taken to explanation. A further analysis of studies is
performed using Langfield-Smith (1997) where the focus is on measurement and method within survey-
based studies and Keating (1995), where the focus is on the aims of case studies pertaining to discovery,
refinement – specifically illustration and specification - or refutation of theory. Furthermore, conclusions
drawn in partial reviews of this specific strand of literature by scholars as Ittner & Larcker (2001) -
focusing primarily on measurement of strategy related to MCS - and Chenhall (2003) - focusing on
strategy as a contingency variable - are taken into account. Although other types of classifications of
studies have been developed, for example Chenhall (2005a) who describes a process and content
approach to classify studies pertaining to strategy and MCS, we do not adhere to this classification. This
review is deliberately aimed at the approach taken to explanation. The motivation for choosing the
approach to explanation as the primary framework for classification lies in the emphasis that is put on the
use of causation in developing hypotheses and subsequently theory

3.1 Approaches to explanation

The extant literature reviewed in this study clearly shows that there is a dichotomy visible in approaches
to explanation and theorizing when performing research. The dichotomy that emerges stems from the
theoretical structure underpinning research and the adopted research approach. The theoretical structure in
this case is concerned with the formulation of the argument put forward in each of the studies. Scholars
either aspire to produce process theory or aspire to produce variance theory. Mohr (1982) provides a clear
description of the difference between the two approaches; "In variance theory the precursor is a necessary
and sufficient condition for the outcome" (1982: p 37) while "[i]n process theory, the precursor is a
necessary condition for the outcome" (1982: p 45). ). Table 2 provides an overview of the characteristics
of the two approaches.

The study by Malina and Selto (2004) is for example reported as being a case study; the approach taken to
explanation however shows it as a variance study. Similarly, Bhimani & Langfield-Smith (2007) use a
variance approach to determine the nature of strategy development, strategy implementation and the role
of financial and non-financial information herein.

3.1.1 Variance studies In variance research,

the base of explanation is causality, while the precursor in variance research is said to always cause a
certain predetermined outcome (deterministic). Variance studies address “what” questions using
explanatory models. They aim to establish causal relations, using statistical analyses of quantitative data
collected primarily through survey based studies. The variance studies identified within the selection of
thirty papers are characterized by a structural and functional approach to the relationship between strategy
and MCS. These studies are rather deterministic in nature, implying usage of implicit assumptions. More
concisely, “the typical approach is to assume a causal relation running from strategy or organizational
design to the design of managerial accounting and control systems” (Ittner & Larcker, 2001: p367). A
certain strategic orientation will thus lead to a predefined set of management controls and subsequent
performance effects (eAbernethy and Brownell, 1999). Research methods in use are primarily of a
quantitative nature. In accounting research this primarily involves the use of statistical methods, although
there are studies within this category that use a multi-method approach. These studies more or less
suggest that the adoption of a strategic orientation in each separate case will have effects on MCS and
subsequently on performance. In these cases strategy is often conceptualized using different typologies.
Scholars actively engaged in this specific area suggest also that the direction of causality assumed - as
previously mentioned, i.e. strategy determines MCS - may actually be opposite: “with accounting system
design promoting or inhibiting the adoption of certain strategies” (Ittner & Larcker, 2001: p367).

3.1.2 Process studies

The other strand identified adopts a process approach to research. According to Van de Ven and Huber
(1990: p 213) “process studies are fundamental to gaining an appreciation of dynamic organizational life
and to developing and testing theories of organizational adaption, change, innovation and redesign.”
Within this strand studies aspire to develop and test theories of processes of strategy adoption and
implementation related to the adoption and implementation of MCS. Scholars within this stream seek to
explain “how” and “why” strategic change emerges and unfolds and how outcomes develop over time;
see for example Marginson (2002) and Tuomela (2005). This does however not imply that scholars that
perform variance studies are not interested in “how” and “why” questions. In process research, the base
for explanation is a probabilistic outcome, which may occur through a recipe of ‘causes’. There is not one
‘cause’ and a cause is insufficient to be responsible for an outcome, but is merely necessary for it to
occur. Process studies thus differ significantly in the assumptions made pertaining to the relationship
between antecedents and outcomes. In contrast to variance studies, process studies attempt to explain the
story that connects predictors and outcomes. Sequentiality plays a pivotal role within process theory,
while its aim is to explain how a sequence of events leads to a certain outcome. Different issues - e.g.
strategic management accounting (SMA), impact of MCS on the empowerment of employees and their
possible attempts to thwart change - receive attention when this approach is applied. Process studies in the
main are aimed at deriving theory from observation (theory discovery); in some cases

3.2 Examining studies according to methodology The aspirations of process studies,

i.e. answering how and why questions against a temporal background, are more easily aligned with aims
of case studies as being those of explanation or exploration (Keating, 1995, Yin, 2003). Although there is
no - as mentioned earlier - perfect match between the use of a methodology and either a process or a
variance approach, studies need to be assessed based on their merit. More than often, a process approach
is associated with the case study methodology. Case studies are used to accomplish various aims. Case
studies can provide description (Kidder, 1981), test theory (Pinfield, 1986), and generate theory (Gersick,
1988, Keating, 1995). Otley and Berry (1994) also recognize that case studies can fulfill several roles, but
they emphasize the central role of case studies as being that of exploration. Several different typologies
and taxonomies of case studies are available that explain the aim of using this research methodology and
enable classification. Well-known are descriptions of why and how to employ case studies by Keating
(1995), Eisenhardt (1989), Ryan et al. (2002) and Yin (2003). The framework developed by Keating
(1995) uses stages of theory development as criterion for classifying case studies. The framework is
specifically geared at capturing “[t]he diversity of research scope covered in management accounting case
studies”, and “provides a straightforward framework for "taking stock" of those aspects of theoretical
contribution that researchers have or have not addressed in their research.”

4. On the interplay between Strategy and management planning

4.1 Central themes in research

This section provides an overview of the thirty studies resulting from the search. The studies are
organized around returning themes, and classified based on the approach taken to explanation. The
returning themes we identify in research focus specifically on (1) the relations between strategy,
MCS/MAS and performance, and (2) the use of MCS/MAS. The focus for survey based research is on the
same items identified in Langfield-Smith (1997). However, the level of abstraction taken in studies is also
examined; i.e. is strategy examined on the level of the organization, the business unit level or the
operational level, in order to examine whether or not studies take strategy development and
implementation at different levels into account. Furthermore the theories scholars draw upon to formulate
and test hypotheses are made visible. The case studies are assessed based on Keating (1995) as previously
stated.

4.2 Variance studies pertaining to Strategy, MCS/MAS and Performance

In essence the studies by Ittner and Larcker (1997), Chenhall and Langfield-Smith (1998), Laitinen
(2001), Baines and Langfield-Smith (2003), Malina and Selto (2004) and Auzair and Langfield-Smith
(2005), share the same theme i.e. strategic orientation, control practices and their combined impact on
performance. Ittner and Larcker (1997) study the relation between strategic orientation pertaining to
quality and strategic control practices - derived from the quality management literature - and their
combined impact on performance. They call attention to different approaches towards strategic control
practices between organizations from different countries. Country comparisons reveal that American and
German organizations following a quality-oriented strategy place more emphasis on strategic control
practices. With regard to the strategic planning period the author concludes that in environments with
high uncertainty, the strategic planning period should be relatively short. Different types of motivation
patterns are expected to lead to different behaviors. Change-oriented organizations are expected to have
large changes in MASs while stable and conservative organizations are expected to only report small
changes in MASs. Discontent resourceless companies are expected to report an average level of changes
in MASs. From a slightly different perspective Baines and Langfield-Smith (2003) focus on the interplay
between strategy and MCS by studying the impact of environmental change in the form of intensified
competition on management accounting practices. The anticipation is that a change in strategic focus
influences management accounting practices. Cost and efficiency-based performance measures are
expected to lose importance over non-financial information when changing towards a differentiation
strategy. Analyzing data provides support for the hypotheses that a shift towards a differentiation strategy
increases organizational performance. A positive relation between a more competitive environment and
an increased emphasize on differentiation strategy is identified. The hypothesis that an increased
emphasis on a differentiation strategy leads to changes in organizational design is supported. The
hypothesized positive impact of increased use of advanced manufacturing technology on organizational
change is not supported. For the increased use of advanced management accounting practices and greater
use of team-based structures no significant positive impacts were found. Increased use of advanced
management accounting practices and greater use of team-based structures are identified as reasons for
greater reliance on non-financial management accounting information. The results support the hypothesis
that a greater emphasize on non-financial management accounting information results in improved
performance. Malina and Selto (2004) address the role of performance measure attributes and their
relations to management control and strategy. The study is focused on efforts of an organization to model
drivers for performance of its distribution system. A framework of performance measurement attributes is
created, leading to identification of eight desirable attributes Results of the study indicate that adoption of
performance measures depends on the organizations strategic orientation, as this influences the
importance of individual attributes. The study reveals that organizations adopting a conservative strategy
only abandon a performance measure fitting the strategy when it has an abundant amount of negative
attributes. The same result is found for performance measures and an entrepreneurial strategy. The
authors explain their contradictory findings in comparison to prior research using three arguments: (1) the
study investigates individual measures, (2) strategy does not lend itself to be classified using a dichotomy
and (3) related strategic entities are studied. A company can logically adopt aspects of different strategies
leading to a mix - instead of a predefined set - of performance measures. Concerning the relative values of
the attributes the authors conclude that attributes associated with design are more influential than
attributes associated with use. Analysis of trade-offs between attributes in the case study reveals that the
two most influential attributes are “objectivity and accuracy of measures” and “cost versus benefit
balance of measurement”. The authors conclude that these attributes are consistent with the organizations’
strategy, as attributes as well as strategy signify a conservative approach. Central theme of Chenhall
(2005b) is the influence of integrative strategic performance measurement systems (SPMS) on strategic
competitiveness. Chenhall identifies three dimensions of SPMS, determining the level of integrativeness:
strategic and operational linkages, customer orientation and supplier orientation. Strategic and operational
linkages show the extent to which operations in the organization link to goals and strategies. Results
provide support for three conclusions:

(1) in case of a service process type results indicate that mass service organizations use more bureaucratic
management controls than professional service organizations,

(2) cost leaders apply more bureaucratic management controls than differentiators, and

(3) for the life cycle stage results indicate that organizations in a mature stage apply more bureaucratic
management controls than organizations in a growth stage. It is interesting to note that the authors do not
further examine data collected on organizations that scored higher or lower than the median for both
strategies. These organizations represent a group that does not make a distinct strategic choice, which
may thus provide valuable information. Li, Li, Liu and Wang (2005) study the impact of environmental
change and internal organizational factors on the choice of MCS using a conceptual model based on
Hayes and Wheelwright (1984), Hitt et al. (1996), Li (2000) and Simons (1994). A dynamic environment
is expected to lead to top management’s choice for strategic control, instead of financial controls, as
strategic controls provide for better adaptation to market changes. Furthermore, they hypothesize that
when strategic change is driven by internal factors, financial controls are preferred as these are perceived
to induce less risks than strategic controls. The expectation is to find positive relations between financial
controls and manufacturing process decisions and between strategic controls and product development, as
these factors are emphasized in these particular control systems. The authors find support for their
hypotheses.

4.3 Process studies pertaining to strategy, MCS and performance

report on a field study in the public sector of Victoria, Ethiopia . The focus is on how local government
organizations develop and implement performance management systems. The authors construct a
framework with performance management processes, divided into primary - financial and community
dimensions - and secondary objectives - internal processes, innovation and learning - and the questions
that an organization needs to address in order to achieve these objectives. This framework is used to
classify and analyze the empirical data collected through interviews. Respondents’ reports indicated a
strong emphasis on cost efficiency. The authors argue that this is a result of the Victorian State
Government’s pressure to achieve efficiency through competitive tendering. The Victorian Office of
Local Government (OLG) requires councils to monitor 21 financial performance indicators, which
respondents experienced as a burden. Local governments emphasized customer satisfaction, by allowing
community input, resulting in outcomes better meeting the needs of the community. Analysis of the data
shows that performance measurements from all categories of the framework are used in local
governments, although they are not well balanced. Overall, emphasis was on primary objectives, while
secondary objectives were less measured and used in decision making. The authors argue hence that
linkage between financial and community dimensions and strategy was stronger than between internal
processes, innovation, learning and strategy. Some of the indicators that the OLG requires turned out to
be dysfunctional, as they do not provide usable information. Resources used for these measures should be
employed to create a better balance between measures through monitoring and using secondary
objectives, with the aim to improve longterm quality. The study aims to add to the literature on strategic
management processes at not-for-profit organizations. Parker identifies four key factors strongly
influencing planning within the organization, community culture, resources pressure, consultative
bureaucracy and compliance oriented accounting information. Analysis reveals that these factors result in
a reactive, short-term oriented and a resource focused approach of managing and planning. The
organization makes extensive use of committees’ consultations, leading to slow decision making and
consequentially short-term planning. A lack of attention for long-range planning resulted in a strategic
vacuum, which According to the author can be perceived as a weakness in comparison to commercial
organizations, having clear strategies and effective MCS. Parker suggests that ad-hoc problem solving in
the case of this organization can however also be interpreted as a dynamic and flexible approach towards
environmental uncertainty At the moment of the study the organization had shifted its strategic
orientation from a cost leadership to a differentiation strategy. The author clusters different types of MCS
according to three criteria. The first group consists of MCSs used to proscribe the organization’s strategic
purpose, also known as belief and boundary systems (Simons, 1995). The second group consists of
administrative controls used to establish role expectations and evaluations. The third group consists of
MCSs aimed at monitoring organizational performance. These classifications are used to structure the
remainder of the study. The author collected empirical data by interviewing managers of Telco during the
development and implementation of their MCS. The answers of respondents concerning the first group of
MCSs indicated that the change program had an impact on which ideas and projects would be executed.
For the administrative controls in the second group of MCSs, the evidence from the case study indicated a
relation between the use of the MCSs and the location of grass-roots activities (Simons, 1999). The liberal
use of administrative controls led to initiatives from low level employees aimed at creating ideas to
achieve strategic goals. The MCSs aimed at monitoring organizational performance seemed to create
tension and trade-offs between the different performance measurements. Based on findings in the three
groups of MCSs discerned, the author states propositions for further research, aimed at describing the role
of the MCSs in developing strategy. 4.4 Variance studies pertaining to uses of Strategic Management
or planning practices MAS/MCS

The variance studies contained in this part mainly focus on the ways in which MAS/MCS are used, and
factors that are of influence on that use. These studies have different themes as capital budgeting (Carr
and Tomkins, 1998), interactive use of MAS/MCS (Abernethy and Brownell, 1999, Hansen and Van der
Stede, 2004, Naranjo-Gil and Hartmann, 2006, 2007), strategic management accounting (Guilding et al,
2000) and interactive design of MAS/MCS (De Haas and Algera, 2002). Carr and Tomkins (1998)
conducted field research focusing their attention on strategic decision-making styles in order to
distinguish different financial approaches towards strategic investment decisions (SIDs) among different
cultures. Examination of capital budgeting techniques used on SIDs reveals that all U.S. organizations use
discounted cash flow (DCF) techniques, whereas only half of the U.K organizations in the sample
practices DCF techniques. In Germany and Japan the percentage of organizations using DCF techniques
are even lower. Fifty percent of the U.S. organizations identify DCF as the most important measure in
SIDs, for the the U.K. and Germany this percentage was distinctly lower.

5. conclusions

This section presents the analysis of the studies summarized in the previous section. From the review as
presented here, it is easy to infer that research into the interplay between Strategic Management or
planning practices has led to a common body of knowledge. Studies Strategic Management or planning
practices performance In variance studies, there is greater consistency in research designs and use of
measures. Clearly scholars draw on findings of previous research; this specifically applies to studies
adopting a variance approach. Table 3 contains elements of the survey studies reviewed, providing the
basis for several of the conclusions drawn. measurement of Strategic Management or planning practices
(e.g. Bisbe et al., 2007). However, less attention is paid to establishing what the actual relationship is
between - in this specific case - Strategic Management or planning practices. If we examine the variance
and process studies on a more general note, focusing on causality and the direction thereof, an interesting
picture emerges. Three different causal relations can be identified based on assumed causal directions in
research. The three identified categories are (1) Strategy determines Strategic Management or planning
practices (2) Strategic Management or planning practices determine Strategy, and (3) the relation
between Strategy and Strategic Management or planning practices is bidirectional.
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