Tag Archives: Malina

Behavioral-economic nudges and performance measurement models

Mary A Malina, Frank H Selto
Journal of Management Accounting Research,Vol. 27, Issue 1, Pages: 27-45.

We describe the context wherein a Fortune 500 company’s performance measurement model (PMM) has endured and evolved over a 15-year period. The PMM’s tenure and continued importance refute the alleged faddish nature of PMMs such as the Balanced Scorecard, at least in this case, and allow identification of factors that add to theory about PMM longevity. We use a behavioral-economic framework and qualitative and quantitative data to examine the mechanisms behind this successful PMM. Aspects of the …
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The Evolution Of A Balanced Scorecard

Mary A Malina
Journal of Applied Business Research, Vol 29, Issue 3

Both professionals and academics have long criticized the use of traditional financial performance measures and called for balance in performance measurement systems. In 1992, Kaplan and Norton introduced the Balanced Scorecard and it has been adopted widely around the world and offered as a superior combination of nonfinancial and financial measures of performance. This paper is the result of a 15-year field study of a Fortune 500 company’s Balanced Scorecard. Both qualitative and quantitative data were collected to address the following research questions with respect to the Balanced Scorecard: 1) What has changed over time? 2) What has not changed over time? 3) Why has it endured? Changes highlighted are that the Balanced Scorecard was unaffected by a major change in organizational structure, a narrowing of focus and reduction in the scope over time, processes for changing the design were formalized, and that it has become engrained in the compensation system. Factors that have remained constant over time are the purpose of the Balanced Scorecard, its use for relative performance evaluation, and its use as a tool for best practice sharing. Two factors that appear to explain why it has endured are its use as a learning and communication tool and its ability to influence behavior. The paper concludes with a list of key success factors for building and sustaining a successful scorecard. This list might also be helpful to researchers seeking to investigate the design, use or impact of a Balanced Scorecard.

Lessons learned: advantages and disadvantages of mixed method research

Mary A. Malina, Hanne S.O. Nørreklit, and Frank H. Selto
Qualitative Research in Accounting & Management, Vol. 8 Iss: 1, pp.59 – 71

Purpose – The purpose of this paper is first, to discuss the theoretical assumptions, qualities, problems and myopia of the dominating quantitative and qualitative approaches; second, to describe the methodological lessons that the authors learned while conducting a series of longitudinal studies on the use and usefulness of a specialized balanced scorecard; and third, to encourage researchers to actually use multiple methods and sources of data to address the very many accounting phenomena that are not fully understood.

Design/methodology/approach – This paper is an opinion piece based on the authors’ experience conducting a series of longitudinal mixed method studies.

Findings – The authors suggest that in many studies, using a mixed method approach provides the best opportunity for addressing research questions.

Originality/value – This paper provides encouragement to those who may wish to bridge the authors’ ideological gaps and to those who are actively trying to do so.

A Social Network Analysis of the Literature on Management Control

K. J. Euske, James W. Hesford, and Mary A. Malina
Journal of Management Accounting Research, Vol. 23, No. 1, pp. 259-283.

This paper investigates the literature on management control published in accounting and management journals. Social network analysis of citation data from the 25-year period 1981-2005 enables us to examine topics and ties among researchers. Social ties have important consequences for the development of the literature, shaping topics, research methods and the diffusion of knowledge. We observe minimal communication between the two disciplines, appearing as two distinct communities despite similar interests. This lack of communication includes citations and authoring across the two disciplines. When citations across disciplines occur, it is almost exclusively accounting authors citing management authors, not vice versa. There is virtually no joining of accounting and management scholars within social networks. Within the two broader communities there also exist smaller research clusters. While we cannot determine the impact this has on our understanding of management control, we discuss possible reasons for this phenomenon and its potential implications for management control research.