A1 Journal article (refereed)
Institutionalization of Strategy and Management Accounting Change in a Cooperative Bank (2019)


Kinnunen, A. (2019). Institutionalization of Strategy and Management Accounting Change in a Cooperative Bank. In T. Takala, T. Auvinen, M. Vesa, J. Tienari, P. Sajasalo, S. Heikkinen, J. Helms Mills, & M. Kallinen-Kuisma (Eds.), Electronic Journal of Business Ethics and Organization Studies. Vol. 24, No. 2. Special issue: Implications of Digitalization on Organizations and Leadership : Esports, Gamification and Beyond (24, pp. 10-19). Jyväskylän yliopisto, Business and Organization Ethics Network (BON). Electronic Journal of Business Ethics and Organization Studies. http://ejbo.jyu.fi/pdf/ejbo_vol24_no2_pages_10-19.pdf


JYU authors or editors


Publication details

All authors or editors: Kinnunen, Anniina

Parent publication: Electronic Journal of Business Ethics and Organization Studies. Vol. 24, No. 2. Special issue: Implications of Digitalization on Organizations and Leadership : Esports, Gamification and Beyond

Parent publication editors: Takala, Tuomo; Auvinen, Tommi; Vesa, Mikko; Tienari, Janne; Sajasalo, Pasi; Heikkinen, Suvi; Helms Mills, Jean; Kallinen-Kuisma, Minna

Journal or series: Electronic Journal of Business Ethics and Organization Studies

eISSN: 1239-2685

Publication year: 2019

Volume: 24

Issue number: 2

Pages range: 10-19

Number of pages in the book: 61

Publisher: Jyväskylän yliopisto, Business and Organization Ethics Network (BON)

Place of Publication: Jyväskylä

Publication country: Finland

Publication language: English

Persistent website address: http://ejbo.jyu.fi/pdf/ejbo_vol24_no2_pages_10-19.pdf

Publication open access: Openly available

Publication channel open access: Open Access channel

Publication is parallel published (JYX): https://jyx.jyu.fi/handle/123456789/66615


Abstract

In this longitudinal case study, a cooperative bank’s strategy, related performance management changes, institutionalization processes, and change drivers are studied. Old institutional economics is used in explaining how organizational routines and rules change and become taken for granted. However, there are several internal and external drivers of change in the banking sector, including organizational culture and values, EU regulation, digitalization as well as communicational gaps and power relations among organizational levels affecting the success of the change process. Results indicate that in the case bank, operating in a highly institutionalized and regulated environment, not many organizational efforts were made to support the institutionalization of new strategy and management accounting change. Efforts were often manager-specific, promoting the status quo, and preventing most change attempts from proceeding towards institutionalization. They caused ‘looping’, repeated small and unsuccessful initial attempts at change, and decoupling. Looping and decoupling took place even though organizational values were internalized well at all organizational levels, and they could be combined with performance management and the different strategies employed over time and at all organizational levels.


Keywords: corporate strategies; management accounting; institutionalisation (societal change); values (cultural objects); cooperative banks; performance-based management

Free keywords: institutionalization; values; cooperative banking; performance measurement systems


Contributing organizations


Ministry reporting: Yes

Reporting Year: 2019

JUFO rating: 1


Last updated on 2021-22-06 at 10:18