Strategy, Control Systems, and Resource Sharing: Effects on Business-Unit Performance

“…Govindarajan and Fisher 48 found that Differentiators were more likely to be effective when using subjective nonfi nancial controls. This is due to the innovation inherent in this strategy.…”

Section: Behavioural Vs Output Channel Performance Measurementmentioning

confidence: 99%

An integrative marketing channel performance measurement framework

Valos

Vocino

2006

J Database Mark Cust Strategy Manag

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. His thesis is on the relationships between store names and product brand names as brand signals. Keywords strategy implementation , marketing channels , strategic control , performance measurement , marketing metricsAbstract This paper proposes a number of channel performance measurement research propositions. The paper reviews the strategy implementation, strategic control, marketing metrics, marketing channels and performance measurement literature to develop a conceptual model and research propositions. Current channel performance measurement guidelines are too generic for marketing managers and too reliant on fi nancial measures. The introduction of contextual variables such as strategy, culture and manager ' s personality may provide measures more useful for an individual company ' s context and requirements. The alignment of channel measures with business strategy should result in more effective and effi cient use of channel resources.

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“…Thus, the results indicate that budgetary participation and feedback interacted positively at a significant level to affect performance. Except for b 3 coefficient, the coefficients in equation (2) are not interpretable since they can be altered by shifting the origin points of X1 and X2 (Allison, 1977;Southwood, 1978;Govindarajan and Fisher, 1990;Brownell and Dunk, 1991).…”

Section: Test Of Hypothesis Hmentioning

confidence: 99%

The Role of Feedback on the Relationship Between Budgetary Participation and Performance

Chong

2002

Pacific Accounting Review

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Access to this document was granted through an Emerald subscription provided by emerald-srm: 463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which Downloaded by UNIVERSITY OF EXETER At 13:18 16 August 2015 (PT)publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.This study examines the moderating effect of feedback on the relationship between budgetary participation and performance. The responses of 79 managers, drawn from a cross-section of Australian manufacturing companies, to a questionnaire survey were analysed using a multiple regression technique. The results show that independently, budgetary participation and feedback have no effect on performance. The results confirm that the higher the level of feedback, the more positive is the relationship between budgetary participation and performance.

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Strategy, Control Systems, and Resource Sharing: Effects on Business-Unit Performance

Cited by 71 publications

References 29 publications

Hybrid Relational-Contractual Governance for Business Process Outsourcing

Hybrid Relational-Contractual Governance for Business Process Outsourcing

An integrative marketing channel performance measurement framework

The Role of Feedback on the Relationship Between Budgetary Participation and Performance

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