The relationship between business strategy, management control systems and performance: Evidence from China |
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| Authors: | Mathew Tsamenyi Sunil Sahadev Zheng Shi Qiao |
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| Institution: | aThe Birmingham Business School, University of Birmingham, University House, Birmingham, B15 2TT, United Kingdom;bSheffield University Management School, 9 Mappin Street, Sheffield S1 4DT, United Kingdom;cXinjiang Finance and Economic University, Urumqi, Xinjiang Uygur Autonomous Region, China |
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| Abstract: | Over the past two decades, China has emerged as a global economic power, ranking behind only the USA, Japan and Germany. China's continuous global economic power has therefore prompted a surge in interest in understanding Chinese business practices. This paper reports on the results of a survey on the contingent relationship between business strategy, management control systems (MCS) and performance in Chinese Enterprises. The analysis is based on data gathered from 215 enterprises operating within the Xinjiang autonomous region of China. For those firms that were classified as pursuing differentiation strategy, the use of more non-financial based MCS has a positive effect on performance and this finding is consistent with the literature. We also found that for those firms classified as pursuing a low cost strategy, the use of more financial based MCS had a positive effective on performance as suggested in the literature. Our research has implications for understanding management accounting practices in Chinese enterprises. |
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