Organizational Change and the Role and Use of Management Controls: Evidence from the 2008 Economic Crisis and the Banking Industry

Pall Rikhardsson, Carsten Rohde, Leif Christensen, Catherine E. Batt

Publikation: KonferencebidragPaperForskningpeer review

Resumé

The economic crisis in 2008 had widespread effects on the banking industry including changes in various management control elements. This paper reports on a qualitative field study of management controls and organizational change due to the 2008 economic crisis in 6 financial organizations in two countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment. The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change.
OriginalsprogEngelsk
Publikationsdato2016
Antal sider32
StatusUdgivet - 2016
BegivenhedNordic Accounting Conference 2016 - Copenhagen Business School, København, Danmark
Varighed: 17 nov. 201618 nov. 2016
http://www.cbs.dk/en/research/departments-and-centres/department-of-accounting-and-auditing/events/nordic-accounting-conference-17-18-november-2016

Konference

KonferenceNordic Accounting Conference 2016
LokationCopenhagen Business School
LandDanmark
ByKøbenhavn
Periode17/11/201618/11/2016
Internetadresse

Bibliografisk note

CBS Bibliotek har ikke adgang til materialet

Emneord

  • Economic crisis
  • Organizational crisis
  • Management control
  • Organizational change
  • Banking
  • Iceland
  • Denmark

Citer dette

Rikhardsson, P., Rohde, C., Christensen, L., & Batt, C. E. (2016). Organizational Change and the Role and Use of Management Controls: Evidence from the 2008 Economic Crisis and the Banking Industry. Afhandling præsenteret på Nordic Accounting Conference 2016, København, Danmark.
Rikhardsson, Pall ; Rohde, Carsten ; Christensen, Leif ; Batt, Catherine E. / Organizational Change and the Role and Use of Management Controls : Evidence from the 2008 Economic Crisis and the Banking Industry. Afhandling præsenteret på Nordic Accounting Conference 2016, København, Danmark.32 s.
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abstract = "The economic crisis in 2008 had widespread effects on the banking industry including changes in various management control elements. This paper reports on a qualitative field study of management controls and organizational change due to the 2008 economic crisis in 6 financial organizations in two countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment. The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change.",
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Rikhardsson, P, Rohde, C, Christensen, L & Batt, CE 2016, 'Organizational Change and the Role and Use of Management Controls: Evidence from the 2008 Economic Crisis and the Banking Industry' Paper fremlagt ved Nordic Accounting Conference 2016, København, Danmark, 17/11/2016 - 18/11/2016, .

Organizational Change and the Role and Use of Management Controls : Evidence from the 2008 Economic Crisis and the Banking Industry. / Rikhardsson, Pall; Rohde, Carsten; Christensen, Leif; Batt, Catherine E.

2016. Afhandling præsenteret på Nordic Accounting Conference 2016, København, Danmark.

Publikation: KonferencebidragPaperForskningpeer review

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AU - Rohde, Carsten

AU - Christensen, Leif

AU - Batt, Catherine E.

N1 - CBS Library does not have access to the material

PY - 2016

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N2 - The economic crisis in 2008 had widespread effects on the banking industry including changes in various management control elements. This paper reports on a qualitative field study of management controls and organizational change due to the 2008 economic crisis in 6 financial organizations in two countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment. The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change.

AB - The economic crisis in 2008 had widespread effects on the banking industry including changes in various management control elements. This paper reports on a qualitative field study of management controls and organizational change due to the 2008 economic crisis in 6 financial organizations in two countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment. The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change.

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KW - Iceland

KW - Denmark

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KW - Management control

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KW - Denmark

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Rikhardsson P, Rohde C, Christensen L, Batt CE. Organizational Change and the Role and Use of Management Controls: Evidence from the 2008 Economic Crisis and the Banking Industry. 2016. Afhandling præsenteret på Nordic Accounting Conference 2016, København, Danmark.