Purpose

This paper aims to explore the relationship between the components of the management control system (MCS) based on the reform process of the management system of China Resources Group and the influence of these components on the implementation effect of MCS.

Design/methodology/approach

This study uses an exploratory research method and an open-ended grounded theory approach to conduct six formal investigations and several in-depth interviews with employees and senior management in China Resources Group. This paper supplements these data by performing a documentary analysis of the internal documents of China Resources Group such as the statistical yearbook, business plan and meeting records.

Findings

This study puts forward four propositions. The formal strategic planning process creates an application environment for the strategy map and balanced scorecard (BSC), making it easier for an enterprise to adopt these tools. The combination of the strategy map and formal strategic planning helps to build the logical relationship between strategic goals and budget goals and strengthens the correlation between budget and strategy. In diversified organizations applying MCS, the strategy map and BSC facilitate the implementation of the strategy for specialized business units, while the financial measure system facilitates the implementation of the strategy for diversified business units. Strategic boundaries based on financial measures in the MCS help organizations determine the scope of strategic choices before implementing strategies.

Research limitations/implications

Because of the chosen research approach, the research results may lack generalizability and the influence of the strategic planning process on budget participation, budget slack and other budget behaviors has not been fully discussed. Therefore, future studies are expected to provide more evidence regarding strategic planning and budget behaviors.

Practical implications

Before establishing a strategy map and BSC, the enterprise should consider the application environment to ensure their feasibility and legitimacy and construct the BSC system under appropriate conditions. A formal strategic planning process should be formed within the enterprise; that is, a set of detailed management methods should be adopted and clear rules should be used to support the enterprise management control process. The enterprise should add strategic boundaries to the MCS to determine the scope of strategic choices and the budgeting bottom line.

Originality/value

This paper sheds light on the impact of the formal strategic planning process on the organization and contributes new evidence on the key success factors for implementing the strategy map and BSC, enriching the researchers’ understanding of the applicability of the BSC.

中文翻译：

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战略规划、战略地图和管理控制：案例研究

目的

本文旨在基于华润集团管理体制改革进程，探讨管理控制系统（MCS）各组成部分之间的关​​系，以及这些组成部分对MCS实施效果的影响。

设计/方法/方法

本研究采用探索性研究方法和开放式扎根理论方法，对华润集团的员工和高级管理人员进行了六次正式调查和多次深度访谈。本文通过对华润集团统计年鉴、经营计划、会议记录等内部文件进行文献分析，对这些数据进行补充。

发现

本研究提出四个命题。正式的战略规划流程为战略地图和平衡计分卡 (BSC) 创建了一个应用环境，使企业更容易采用这些工具。战略地图与正式的战略规划相结合，有助于建立战略目标与预算目标之间的逻辑关系，加强预算与战略的关联。在应用 MCS 的多元化组织中，战略地图和 BSC 促进了专业业务部门战略的实施，而财务衡量系统促进了多元化业务部门战略的实施。MCS 中基于财务度量的战略边界可帮助组织在实施战略之前确定战略选择的范围。

研究限制/影响

由于所选择的研究方法，研究结果可能缺乏普遍性，战略规划过程对预算参与、预算松弛等预算行为的影响尚未得到充分讨论。因此，未来的研究有望提供更多关于战略规划和预算行为的证据。

实际影响

在制定战略地图和BSC之前，企业应考虑应用环境，确保其可行性和合法性，并在适当的条件下构建BSC系统。企业内部应形成正式的战略规划流程；即采用一套详细的管理方法，采用明确的规则来支持企业管理控制过程。企业应在 MCS 中添加战略边界，以确定战略选择的范围和预算底线。

原创性/价值

本文阐明了正式战略规划过程对组织的影响，并为实施战略地图和 BSC 的关键成功因素提供了新的证据，丰富了研究人员对 BSC 适用性的理解。