Financialisation as a strategic action field: An historically informed field study of governance reforms in Chinese state-owned enterprises

Modell, Sven; Yang, Chunlei

doi:10.1016/j.cpa.2017.09.002

Cited by 30 publications

(46 citation statements)

References 91 publications

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“…However, this does not mean that frame blending necessarily produces little more than temporary change and, in the long term, reinforces the status quo. As demonstrated by Modell and Yang's (2018) Similar observations showing how increasing consensus, or frame alignment, around new and relatively broad conceptions of performance can be produced in institutional fields, have been made in relation to "third stream activities" in UK higher education (Lockett et al 2015;Power 2015). These activities have aimed at broadening the scope of university operations beyond research and teaching in order to enhance the societal impact of universities.…”

Section: Proposition 3amentioning

confidence: 85%

“…Less attention was being paid to how such practices contribute to the institutionalisation of specific conceptions of performance in organisations and institutional fields. Accounting scholars have recently started to address this limitation (Modell, 2012, Yang and Modell 2013, Chiwamit et al 2014, 2017, Goretzki et al 2018, Modell and Yang 2018. However, no systematic effort has yet been made to synthesise research findings into a coherent analytical framework that pays more equal attention to the institutional effects on and of PMM practices and how this The issue of how specific conceptions of performance take shape has also been somewhat neglected in the broader management and organisation studies literature based on institutional theory.…”

Section: Introductionmentioning

confidence: 99%

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Constructing institutional performance: a multi-level framing perspective on performance measurement and management

Modell

2018

Accounting and Business Research

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Research on performance measurement and management (PMM) informed by institutional theory has proliferated over the past two decades. Much of this research has concentrated on the institutional effects on organisational PMM practices and their consequences for organisational behaviour and has only recently started to pay more focussed attention to the effects of such practices on the construction of the very conceptions of performance that come to dominate institutional fields. To further integrative theory development, I pull these strands of research together into an analytical framework pivoting on the concept of institutional performance. Institutional performance is defined as the socially constructed conceptions of organisational performance that become firmly institutionalised as legitimate aspects of achievement in institutional fields. Adopting a multi-level framing perspective, I develop a set of research propositions reflecting how contradictory PMM practices, emerging in response to the institutional complexity attributable to heterogeneous and competing constituency demands, shape such conceptions of performance and how this contributes to reducing or reinforcing institutional complexity over time. I discuss the implications of applying this framework in empirical research and the contributions to institutional research on PMM as well as institutional theory, more generally, that may emerge from such research.

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Section: Proposition 3amentioning

confidence: 85%

Section: Introductionmentioning

confidence: 99%

Constructing institutional performance: a multi-level framing perspective on performance measurement and management

Modell

2018

Accounting and Business Research

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“…Second, unlike US firms whose shareholdings are always diversified, Chinese firms tend to have large controlling shareholders (Liu et al ., ). A considerable amount of literature has documented the important role played by controlling shareholders in Chinese firms (Huyghebaert and Wang, ; Jiang et al ., ; Modell and Yang, ). Controlling shareholders have a direct impact on firms’ financial decisions, performance, corporate governance and access to resources, etc.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Survival or die: a survival analysis on peer‐to‐peer lending platforms in China

Liu

Zou

Yang

et al. 2019

Accounting & Finance

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This study examines the probability of survival of online peer-to-peer (P2P) lending platforms in China. Our empirical findings show that shareholder's background, platforms' risk management and institutional environment are three major factors that influence the probability of survival of P2P platforms in China. In addition, the effects of risk control and institutional environment are less pronounced in state-owned P2P platforms. We also show that platforms that die from abscondence of owners tend to be more short-lived than others, while platforms that die from liquidity problems are usually due to lack of high-quality risk management techniques.

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“…This section explicates our theoretical approach to understanding the trajectory of accounting innovations. We suggest conceptualizing the innovation space as a SAF (Fligstein and McAdam 2012), in which various actors, who share an interest in the focal innovation, participate (Modell and Yang 2018). Our main interest is with how actors with different degrees of embeddedness in this field (Grodal 2018) shape the trajectory of the innovation through their ways of framing the innovation (Werner and Cornelissen 2014).…”

Section: Theory Developmentmentioning

confidence: 99%

“…8 8 For the local field of Chinese SOEs, Modell and Yang (2018) have studied the conflict that emerged when the World Bank's initial frame shifting tactic regarding shareholder‐focused governance practices failed to resonate with Chinese policymakers, who subsequently introduced a more context‐specific frame blending. As mentioned above, these conflicts however did not have a consequence for the respective accounting innovation (EVA) beyond this local context.…”

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confidence: 99%

The Interplay of Core and Peripheral Actors in the Trajectory of an Accounting Innovation: Insights from Beyond Budgeting*

Becker

Messner

Schäffer

2020

Contemporary Accting Res

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Previous studies on accounting innovations emphasize the key role played by innovators and other core actors in theorizing and popularizing such innovations. This paper extends this literature by drawing attention to the role of actors who occupy a more peripheral position within the innovationbased field. We regard accounting innovations as strategic action fields, in which core and peripheral actors interact to shape the trajectory of the innovation. In contrast to core actors, peripheral actors only weakly identify with the innovation-based field and often occupy a core position in some other industry, professional, and/or geographical field. Given their embeddedness in these other fields, they are likely to try to accommodate an innovation with existing practices. Such frame blending can be problematic for core actors who envisage a more radical frame shift. Using the case of Beyond Budgeting, we show how the interplay between core and peripheral actors shapes the trajectory of an innovation, in terms of the composition of the field and the framing tactics that dominate at different stages in the development of the field. Our paper advances a perspective on accounting innovations which highlights the variable nature of the innovation space, in terms of different actors entering and exiting this space over time, as well as the importance of considering the overlaps between an innovation-based field and other (industry, professional, geographical) fields.

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Financialisation as a strategic action field: An historically informed field study of governance reforms in Chinese state-owned enterprises

Cited by 30 publications

References 91 publications

Constructing institutional performance: a multi-level framing perspective on performance measurement and management

Constructing institutional performance: a multi-level framing perspective on performance measurement and management

Survival or die: a survival analysis on peer‐to‐peer lending platforms in China

The Interplay of Core and Peripheral Actors in the Trajectory of an Accounting Innovation: Insights from Beyond Budgeting*

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