2021
DOI: 10.1108/aaaj-08-2020-4851
|View full text |Cite
|
Sign up to set email alerts
|

Paradoxical tensions of the COVID-19 pandemic: a paradox theory perspective on the role of management control systems in helping organizations survive crises

Abstract: PurposeThis paper presents paradox theory as a useful theoretical lens for researchers exploring crises such as coronavirus disease 2019 (COVID-19). The authors argue that paradox theory, which emphasizes a “both/and” as opposed to an “either/or” approach, is ideally suited for management control systems (MCS) research on crises.Design/methodology/approachThe authors adopt a revelatory case approach to provide empirical examples of the insights that paradox theory can provide.FindingsThis paper highlights how … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
4
1

Citation Types

0
17
0

Year Published

2021
2021
2024
2024

Publication Types

Select...
6

Relationship

0
6

Authors

Journals

citations
Cited by 28 publications
(35 citation statements)
references
References 34 publications
0
17
0
Order By: Relevance
“…In a management control context, organizations send signals to investors about future prospects, such as their ability to earn future positive cash flows (Davila et al 2015 ; Jain et al 2016 ). Recent case studies in the context of the pandemic (e.g., Kober and Tambar 2021 ) also find that the availability of externally focused information supports managers in times of high uncertainty to determine how to respond to immediate business challenges and plan for the postcrisis world. Additionally, there is evidence of the critical role of using some broad-scope indicators to provide a compass for decision-making during COVID-19 (McKinsey and Company 2020 ; Kober and Tambar 2022 ).…”
Section: Prior Literature and Hypothesis Developmentmentioning
confidence: 99%
See 3 more Smart Citations
“…In a management control context, organizations send signals to investors about future prospects, such as their ability to earn future positive cash flows (Davila et al 2015 ; Jain et al 2016 ). Recent case studies in the context of the pandemic (e.g., Kober and Tambar 2021 ) also find that the availability of externally focused information supports managers in times of high uncertainty to determine how to respond to immediate business challenges and plan for the postcrisis world. Additionally, there is evidence of the critical role of using some broad-scope indicators to provide a compass for decision-making during COVID-19 (McKinsey and Company 2020 ; Kober and Tambar 2022 ).…”
Section: Prior Literature and Hypothesis Developmentmentioning
confidence: 99%
“…Recent case studies in the context of the pandemic (e.g., Kober and Tambar 2021 ) also find that the availability of externally focused information supports managers in times of high uncertainty to determine how to respond to immediate business challenges and plan for the postcrisis world. Additionally, there is evidence of the critical role of using some broad-scope indicators to provide a compass for decision-making during COVID-19 (McKinsey and Company 2020 ; Kober and Tambar 2022 ). 3 With broad-scope MCS, organizations are able to quickly detect market changes and anticipate decisions to enter new market segments, to shift towards more digital business models, or to offer new products to customers that they already have in their portfolio.…”
Section: Prior Literature and Hypothesis Developmentmentioning
confidence: 99%
See 2 more Smart Citations
“…In addition, management control systems are heavily implicated in managing external and internal risks (Bracci et al, 2021). Kober and Thambar (2021) suggest that management control systems during crises need to pursue simultaneously manage short-term/operational and long-term/strategic objectives to navigate a crisis. This to avoid narrowly adopting a constraining approach, limiting the adoption of strategic choices by searching the opportunities that turbulence may also bring about (van der Kolk et al, 2015).…”
Section: Accounting For Unstable Environmentsmentioning
confidence: 99%