Multi‐perspective strategic goal setting, performance reporting and organisational performance

Article


Iselin, Errol R., Mia, Lokman and Sands, John. 2008. "Multi‐perspective strategic goal setting, performance reporting and organisational performance ." Journal of Applied Accounting Research. 9 (2), pp. 76-96. https://doi.org/10.1108/09675420810900766
Article Title

Multi‐perspective strategic goal setting, performance reporting and organisational performance

ERA Journal ID19127
Article CategoryArticle
AuthorsIselin, Errol R. (Author), Mia, Lokman (Author) and Sands, John (Author)
Journal TitleJournal of Applied Accounting Research
Journal Citation9 (2), pp. 76-96
Number of Pages21
Year2008
Place of PublicationUnited Kingdom
ISSN0967-5426
1758-8855
Digital Object Identifier (DOI)https://doi.org/10.1108/09675420810900766
Web Address (URL)http://www.emeraldinsight.com/doi/pdfplus/10.1108/09675420810900766
Abstract

Purpose

– This paper's aim is to study multi‐perspective strategic goal setting and performance reporting systems and investigate: if the strength of the alignment of the goals and performance measures is associated with organisational performance and if performance reporting emphasis (PRE) is associated with performance.

Design/methodology/approach

– Structured interviews with CEOs of 50 Australian companies with sales greater than $100 million per annum were conducted.

Findings

– The research identified 11 dimensions of PRE and 13 dimensions of organisational performance. The strength of the alignment of the strategic goals and the performance reporting measures was positively associated with organisational performance. PRE was positively associated with organisational performance. The alignment finding was the stronger of the two.

Originality/value

– The research identified several dimensions of performance reporting that organisations might consider using in their performance reporting systems. The findings suggest organisations should closely align their strategic goals with their performance reporting measures. Further, if an organisation wishes to achieve high performance on a particular dimension, it should be given some emphasis in their performance reporting system.

Keywordstargets, reports, balanced scorecard, organizational performance
ANZSRC Field of Research 2020350711. Organisational planning and management
Public Notes

Files associated with this item cannot be displayed due to copyright restrictions.

Byline AffiliationsBond University
Griffith University
University of the Sunshine Coast
Institution of OriginUniversity of Southern Queensland
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