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 (conceptions); 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
Parent publication with JYU authors:
- Takala, T., Auvinen, T., Vesa, M., Tienari, J., Sajasalo, P., Heikkinen, S., Helms Mills, J., & Kallinen-Kuisma, M. (Eds.). (2019). 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). University of Jyväskylä, School of Business and Economics, Business and Organization Ethics Network (BON). Electronic Journal of Business Ethics and Organization Studies. http://ejbo.jyu.fi/pdf/ejbo_vol24_no2.pdf