Management accounting, performance measurement and strategy in English local authorities
Management accounting, performance measurement and strategy in English local authorities
This paper analyses the results of an extensive survey of UK local government which explored the relationship between strategy, management accounting practices (MAPs), and performance measurement techniques (PMTs). The research investigated a resource-based view of strategic capabilities and Porter’s strategic typologies. PMTs and MAPs were shown to be associated with strategic capabilities. Strategic typologies, however, were found to be only weakly associated with the use of PMTs and MAPs.
261-268
Goddard, Andrew
1bee5bd5-13fe-43e5-9c7d-a23acdf431b2
Simm, Alexa
8ffe79ad-9870-4d03-9a7a-38b8d50e4183
15 May 2017
Goddard, Andrew
1bee5bd5-13fe-43e5-9c7d-a23acdf431b2
Simm, Alexa
8ffe79ad-9870-4d03-9a7a-38b8d50e4183
Goddard, Andrew and Simm, Alexa
(2017)
Management accounting, performance measurement and strategy in English local authorities.
Public Money & Management, 37 (4), .
(doi:10.1080/09540962.2017.1295726).
Abstract
This paper analyses the results of an extensive survey of UK local government which explored the relationship between strategy, management accounting practices (MAPs), and performance measurement techniques (PMTs). The research investigated a resource-based view of strategic capabilities and Porter’s strategic typologies. PMTs and MAPs were shown to be associated with strategic capabilities. Strategic typologies, however, were found to be only weakly associated with the use of PMTs and MAPs.
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Accepted/In Press date: 5 November 2016
e-pub ahead of print date: 31 March 2017
Published date: 15 May 2017
Organisations:
Southampton Business School
Identifiers
Local EPrints ID: 404764
URI: http://eprints.soton.ac.uk/id/eprint/404764
ISSN: 0954-0962
PURE UUID: bb4f8eef-6bce-4832-9e2a-427458bc6253
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Date deposited: 20 Jan 2017 16:36
Last modified: 15 Mar 2024 06:14
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Author:
Andrew Goddard
Author:
Alexa Simm
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