What is the Management Control System in Timor's Cultural Perspective?

  • Desty Deritha Tuan Universitas Airlangga, Surabaya, Indonesia
  • Eka Adhi Wibowo Universitas Kristen Duta Wacana, Yogyakarta, Indonesia
Keywords: Cultural Values, Timorese, Puah Manus, Lufut Dance, Management Control System

Abstract

This research aims to explore and analyze the cultural values of puah manus and lufut dance among the Timorese in shaping the management control system of companies. The research used ethnographic methods by exploring and interpreting the subjective meanings contained in the culture by conducting interviews with research informants including the director, treasurer, and administration. The study identifies four closely interconnected values influencing the company's management control system. These values include puah manus and lufut dance. The findings underscore the relevance of Timorese cultural values in implementing the company's management control system. This research contributes to advancing a more effective management control system for organizations. The implementation of the puah manus and lufut dance cultures of the Timorese in shaping the management control system is a new area that has not been previously studied. This research is limited to the scope of management control in a company with a Timorese approach and does not compare it with other companies and cultures.

Downloads

Download data is not yet available.

References

Akbar, A., Amaliah, T. H., & Mendo, A. Y. (2023). How Is Debt Accounting Managed in Rambu Solo'?

Alijoyo, A., Wijaya, B., & Jacob, I. (2021). Structured or Semi-structured Interviews. CRMS. https://lspmks.co.id/wp-content/uploads/2021/08/Structured-or-Semi-structured-Interview-1.pdf

Andersen, C. V., & Lueg, R. (2017). Management control systems, culture, and upper echelons – a systematic literature review on their interactions. Corporate Ownership and Control, 14(2), 312–325. https://doi.org/10.22495/cocv14i2c2p5

Bassani, G., Pfister, J. A., & Cattaneo, C. (2021). Management accounting change as an amplifier of a leadership dispute: An ethnography of convergent and divergent leader-follower relations. Accounting, Auditing & Accountability Journal, 34(9), 104–134. https://doi.org/10.1108/AAAJ-01-2020-4379

Bhimani, A. (2003). A study of the emergence of management accounting system ethos and its influence on perceived system success. Accounting, Organizations and Society, 28(6), 523–548. https://doi.org/10.1016/S0361-3682(02)00025-9

Birnberg, J. G., & Snodgrass, C. (1988). Culture and control: A field study. Accounting, Organizations and Society, 13(5), 447–464. https://doi.org/10.1016/0361-3682(88)90016-5

Bouwens, J., & Abernethy, M. A. (2000). The consequences of customization on management accounting system design. Accounting, Organizations and Society, 25(3), 221–241. https://doi.org/10.1016/S0361-3682(99)00043-4

Chenhall, R. H., Kallunki, J.-P., & Silvola, H. (2011). Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls. Journal of Management Accounting Research, 23(1), 99–128. https://doi.org/10.2308/jmar-10069

Davila, T. (2005). An exploratory study on the emergence of management control systems: Formalizing human resources in small growing firms. Accounting, Organizations and Society, 30(3), 223–248. https://doi.org/10.1016/j.aos.2004.05.006

Dent, J. F. (1991). Accounting and organizational cultures: A field study of the emergence of a new organizational reality. Accounting, Organizations and Society, 16(8), 705–732. https://doi.org/10.1016/0361-3682(91)90021-6

Dey, C. (2002). Methodological issues: The use of critical ethnography as an active research methodology. Accounting, Auditing & Accountability Journal, 15(1), 106–121. https://doi.org/10.1108/09513570210418923

Efferin, S., & Hopper, T. (2007). Management control, culture and ethnicity in a Chinese Indonesian company. Accounting, Organizations and Society, 32(3), 223–262. https://doi.org/10.1016/j.aos.2006.03.009

Flamholtz, E. G. (1983). Accounting, budgeting and control systems in their organizational context: Theoretical and empirical perspectives. Accounting, Organizations and Society, 8(2–3), 153–169. https://doi.org/10.1016/0361-3682(83)90023-5

Heinicke, A., Guenther, T. W., & Widener, S. K. (2016). An examination of the relationship between the extent of a flexible culture and the levers of control system: The key role of beliefs control. Management Accounting Research, 33, 25–41. https://doi.org/10.1016/j.mar.2016.03.005

Henri, J.-F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529–558. https://doi.org/10.1016/j.aos.2005.07.001

Hofstede, G. (1978). The Poverty of Management Control Philosophy. The Academy of Management Review, 3(3), 450. https://doi.org/10.2307/257536

Jordão, R. V. D., Souza, A. A., & Avelar, E. A. (2014). Organizational culture and post-acquisition changes in management control systems: An analysis of a successful Brazilian case. Journal of Business Research, 67(4), 542–549. https://doi.org/10.1016/j.jbusres.2013.11.011

Kohler, H., Pochet, C., & Gendron, Y. (2021). Networks of interpretation: An ethnography of the quest for IFRS consistency in a global accounting firm. Accounting, Organizations and Society, 95, 101277. https://doi.org/10.1016/j.aos.2021.101277

Lebas, M., & Weigenstein, J. (1986). Management Control: The Roles Of Rules, Markets And Culture[1]. 23(3), 259–272.

McNab, R. M., & Wilson, S. D. (2018). Culture matters: What cultural values influence budget transparency? Applied Economics, 50(43), 4593–4605. https://doi.org/10.1080/00036846.2018.1458197

Merchant, K. A., & Van der Stede, W. A. (2017). Management control systems: Performance measurement, evaluation, and incentives (Fourth edition). Pearson.

Prabowo, M. A., & Kalsum, U. (2021). Te’seng Accounting as an Alternative In Realizing Sustainable Development Goals.

Pratt, J., & Beaulieu, P. (1992). Rank, And Functional Area.

Smith, J. A., & England, C. (2019). An ethnographic study of culture and performance in the UK lingerie industry. The British Accounting Review, 51(3), 241–258. https://doi.org/10.1016/j.bar.2019.02.002

Spradley, J. P. (1980). Participant Observation. Holt, Rinehart, and Winston.

Tekathen, M. (2019). Unpacking the Fluidity of Management Accounting Concepts: An Ethnographic Social Site Analysis of Enterprise Risk Management. European Accounting Review, 28(5), 977–1010. https://doi.org/10.1080/09638180.2019.1575759

Toha, M., & Rozikin, K. (2020). Implementasi Maqasid Al-Shari’ah Dalam Manajemen Strategis Syariah. JES (Jurnal Ekonomi Syariah), 5(1). https://doi.org/10.30736/jesa.v5i1.75

Wickramasinghe, D., & Hopper, T. (2005). A cultural political economy of management accounting controls: A case study of a textile Mill in a traditional Sinhalese village. Critical Perspectives on Accounting, 16(4), 473–503. https://doi.org/10.1016/j.cpa.2003.07.001

Yamin, M., & Said, D. (2021). Conceptualization of Human Capital Based on Kajao Laliddong Thinking.

Published
2024-08-29
How to Cite
Tuan, D., & Wibowo, E. (2024). What is the Management Control System in Timor’s Cultural Perspective?. Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE), 7(3), 6224-6242. https://doi.org/10.31538/iijse.v7i3.5490