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Uncertainty, MCS and Firm Performance: Towards an Integrated Business Risk Focused Framework

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dc.contributor.author Bui, Binh
dc.contributor.author Bradshaw, John
dc.contributor.author Hunt, Chris
dc.date.accessioned 2008-04-07T04:55:42Z
dc.date.accessioned 2022-07-05T02:39:56Z
dc.date.available 2008-04-07T04:55:42Z
dc.date.available 2022-07-05T02:39:56Z
dc.date.copyright 2007
dc.date.issued 2007
dc.identifier.uri https://ir.wgtn.ac.nz/handle/123456789/18719
dc.description.abstract Uncertainty is the core variable in any contingency theoretical framework (Chapman, 1997; Donaldson, 2001). Many reviews however have claimed that the accounting literature lacks a comprehensive framework for analysis of the relationship between uncertainty and MCS (Otley, 1980; Dent, 1990; Chapman, 1997; Langfield-Smith, 1997, Chenhall, 2003). Central to this study is the specification of uncertainty as it has been applied in contingency-based MCS research. This study argues that uncertainty, whilst well specified in terms of sources and types, it is under (not sufficiently) specified in terms of determining the degrees of uncertainty. This limitation is argued to impact on the explanatory and predictive capacity of an MCS based contingency theory (Schoonhoven, 1981). A theoretical framework is developed drawing insights from Otley (1999) and Kaufman (1992) that adopts a business risk view of uncertainty to explain or predict MCS fit/misfit with firm objectives, strategies and operational activities. It is postulated that the degree of change in business risk will signal and influence the level of required changes in MCS design and/or use and go toward addressing the under-specification of ‘degrees of uncertainty’. The level, extent and form of actual changes are dependent on firm capacity, defined as the available and accessible human and non-human resources, to realize the required changes. In doing so, along with considering the equilibrium/fit issues raised by Hartman and Moers (1999), the framework provides a potential basis for reviewing the apparent inconsistencies of past MCS research, and for positioning those studies argued to be narrow and/or of incomparable research design (Otley, 1981; Chapman, 1997). More importantly, a methodology for identifying external and internal drivers of uncertainty from a business risk perspective is presented. Additionally, through such identification a potentially proactive signalling mechanism for changes to MCS design and/or use is provided. The analytical findings of this paper will be of interest to managers, industry professionals, practitioners and academics alike. en_NZ
dc.format pdf en_NZ
dc.language.iso en_NZ
dc.publisher Te Herenga Waka—Victoria University of Wellington en_NZ
dc.relation.ispartofseries Working Paper en_NZ
dc.relation.ispartofseries No. 52 en_NZ
dc.subject Business operations en_NZ
dc.subject Risk assessment en_NZ
dc.subject Business performance en_NZ
dc.title Uncertainty, MCS and Firm Performance: Towards an Integrated Business Risk Focused Framework en_NZ
dc.type Text en_NZ
vuwschema.contributor.unit Centre for Accounting, Governance and Taxation Research en_NZ
vuwschema.contributor.unit School of Accounting and Commercial Law en_NZ
vuwschema.subject.anzsrcfor 150199 Accounting, Auditing and Accountability not elsewhere classified en_NZ
vuwschema.subject.marsden 350100 Accounting, Auditing and Accountability en_NZ
vuwschema.type.vuw Working or Occasional Paper en_NZ
vuwschema.subject.anzsrcforV2 350199 Accounting, auditing and accountability not elsewhere classified en_NZ

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