An Empirical Investigation of Performance Measurement System Use and Organizational Performance
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Data from 216 managers participating in RP meetings were used to test the hypothesized relationships via partial least square (PLS). The results provide varying support for the hypotheses defined. First, the results show that monitoring directly impacts organizational performance while problem-finding, problem-solving and validating causal relationships indirectly impact organizational performance through shared vision and team learning. These indirect effects were positive in some cases and negative in others, depending on the direction of the relationship between the use variable and the organizational learning variable. Second, validating improvement actions did not influence organizational outcomes. Finally, the only moderating effect found was managed RP on the relationship between validating causal relationships and financial performance. Because of the weak support for moderating effects, an alternative model was proposed, exploring these maturity variables as antecedents of PM use. The results provided substantial support for this alternate model. Practical implications and areas for future research are also identified and discussed.
- Doctoral Dissertations 
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