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Institutionalization and practice variation in the management control of a global/local setting

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  • Inês Cruz
  • Maria Major
  • Robert W. Scapens

Abstract

Purpose - The paper aims to look at a joint venture (JV) set up by a Portuguese company and a global corporation (GC) in the hospitality sector. The paper seeks to examine how, and why the JV's managers introduced variations in the management control (MC) rules and procedures in institutionalizing the global MC system imposed by the GC. Design/methodology/approach - The paper relies on qualitative data collected through a case study of the JV over a period of two years. Insights from recent neo‐institutional work in accounting, complemented by the notion of multiple logics and the Orton and Weick perspective on loose coupling, are drawn on to interpret the case findings. The MC literature in GCs is also reviewed to explore whether and how practice variation can occur in these complex institutional settings. Findings - Although institutional and technical criteria were not in dialectical tension, the global MC system was adapted by the JV's managers. They developed loosely coupled MC rules and procedures to satisfy the multiple logics informing it. Research limitations/implications - More qualitative studies on the adoption of externally imposed practices in other global/local settings are needed to refine the understanding of this phenomenon. Originality/value - The present study extends the scope of neoinstitutional analysis in accounting by showing and explaining how and why individual organizations, which are dependent on dominant others, can introduce variations in imposed systems and practices. In so doing, the paper also contributes to a fuller understanding of MC practices in GCs.

Suggested Citation

  • Inês Cruz & Maria Major & Robert W. Scapens, 2009. "Institutionalization and practice variation in the management control of a global/local setting," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 22(1), pages 91-117, January.
    • Handle: RePEc:eme:aaajpp:v:22:y:2009:i:1:p:91-117
    DOI: 10.1108/09513570910923024
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    References listed on IDEAS

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    1. Lounsbury, Michael, 2008. "Institutional rationality and practice variation: New directions in the institutional analysis of practice," Accounting, Organizations and Society, Elsevier, vol. 33(4-5), pages 349-361.
    2. Scapens, Robert W., 2006. "Understanding management accounting practices: A personal journey," The British Accounting Review, Elsevier, vol. 38(1), pages 1-30.
    3. Trevor Hopper & Maria Major, 2007. "Extending Institutional Analysis through Theoretical Triangulation: Regulation and Activity-Based Costing in Portuguese Telecommunications," European Accounting Review, Taylor & Francis Journals, vol. 16(1), pages 59-97.
    4. Arnold, Patricia J. & Sikka, Prem, 2001. "Globalization and the state-profession relationship: the case the Bank of Credit and Commerce International," Accounting, Organizations and Society, Elsevier, vol. 26(6), pages 475-499, August.
    5. Quattrone, Paolo & Hopper, Trevor, 2005. "A 'time-space odyssey': management control systems in two multinational organisations," Accounting, Organizations and Society, Elsevier, vol. 30(7-8), pages 735-764.
    6. Barrett, Michael & Cooper, David J. & Jamal, Karim, 2005. "Globalization and the coordinating of work in multinational audits," Accounting, Organizations and Society, Elsevier, vol. 30(1), pages 1-24, January.
    7. Zahirul Hoque & Manzurul Alam, 1999. "TQM adoption, institutionalism and changes in management accounting systems: a case study," Accounting and Business Research, Taylor & Francis Journals, vol. 29(3), pages 199-210.
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    Cited by:

    1. Marika Arena & Kim Klarskov Jeppesen, 2016. "Practice Variation in Public Sector Internal Auditing: An Institutional Analysis," European Accounting Review, Taylor & Francis Journals, vol. 25(2), pages 319-345, June.
    2. Guerreiro, Marta Silva & Rodrigues, Lúcia Lima & Craig, Russell, 2012. "Voluntary adoption of International Financial Reporting Standards by large unlisted companies in Portugal – Institutional logics and strategic responses," Accounting, Organizations and Society, Elsevier, vol. 37(7), pages 482-499.
    3. Cruz, Inês & Scapens, Robert W. & Major, Maria, 2011. "The localisation of a global management control system," Accounting, Organizations and Society, Elsevier, vol. 36(7), pages 412-427.
    4. David J. Cooper & Mahmoud Ezzamel & Keith Robson, 2019. "The Multiplicity of Performance Management Systems: Heterogeneity in Multinational Corporations and Management Sense‐Making," Contemporary Accounting Research, John Wiley & Sons, vol. 36(1), pages 451-485, March.
    5. Martijn van der Steen, 2011. "The emergence and change of management accounting routines," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 24(4), pages 502-547, May.
    6. Luca Del Bene & Antonello De Vito & Carlo Milli & Fabio Guarracino, 2018. "L?introduzione di un sistema di prezzi di trasferimento. Il caso dell?Azienda Ospedaliero-Universitaria Pisana," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2018(2), pages 35-60.
    7. Leanne Johnstone, 2019. "Theorising and conceptualising the sustainability control system for effective sustainability management," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 30(1), pages 25-64, April.
    8. Demartini, Maria Chiara & Otley, David, 2020. "Beyond the system vs. package dualism in Performance Management Systems design: A loose coupling approach," Accounting, Organizations and Society, Elsevier, vol. 86(C).

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