Abstract
Theoretical research on management control systems (MCS) have developed in recent years. Based on Yokota and Senoo (2011), we conduct a mail-based questionnaire survey of 1674 companies listed on the First Section of the Tokyo Stock Exchange from February through March 2012 (263 companies responded (response rate of 15.7)) to clarify the status of and changes in MCS in Japanese companies after the Great East Japan Earthquake that occurred in March 2011. This chapter reports the simple tabulation results of the survey about budgeting, business environments, organizational characteristics, and managerial leadership and behaviors.
Reprinted with permission of The Society of Business and Commerce, Keio University. Originally published in Mita Business Review 55(4): 93–117, 2012 (in Japanese).
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Notes
- 1.
If the person in charge of management control could not be identified after going through this process, a questionnaire was sent to the “person in charge of management control.”
- 2.
The data for the test were obtained from recent surveys by Nikkei NEEDS. However, when the necessary data for a company was not available from Nikkei NEEDS, the data were obtained from the company’s securities report.
- 3.
We used TOPIX Sector Indices to identify industries.
- 4.
Since the surveyed companies included pure holding companies, consolidated data were used. If there was no consolidated company, non-consolidated data were used instead. In addition, instead of sales, ordinary income is used in the banking industry, and operating revenue is used in securities and commodities futures industries.
- 5.
The questionnaire describes it as a “budget system.” This definition was created with reference to Miki et al. (2003, p. 130).
- 6.
Miki et al. (2003) summarized the methods and results of the “Fact-finding Survey of Japan’s Corporate Budgeting System” conducted in November 2002 by the Japanese Association of Management Accounting, Corporate Research Project; and the Budget System Committee, which comprehensively clarified the actual budget management practices in Japanese companies.
- 7.
Libby and Lindsay (2010, p. 70) do not ask for a response regarding the budgeting period when a rolling budget has been implemented. In contrast, since the initial budget preparation time is examined in this chapter, a response is requested even if a rolling budget is implemented.
- 8.
In addition to money, incentives include non-monetary items such as promotions and awards; in this chapter, the term ‘reward’ is used as a broad concept that includes these items.
- 9.
Anderson and Lillis (2011) conducted an exploratory factor analysis of 11 questions regarding business strategy, from which four factors were extracted. However, this survey only refers to the five-question items that showed high factor loading for the second factor—“innovative products”—which is a subordinate concept of the differentiation strategy (Anderson & Lillis, pp. 1365–1366).
- 10.
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Yokota, E., Takada, A., Senoo, T., Kaneko, S. (2023). A Survey of Management Control Systems and Managerial Behavior in Japanese Companies. In: Yokota, E. (eds) Frontiers of Japanese Management Control Systems. Translational Systems Sciences, vol 32. Springer, Singapore. https://doi.org/10.1007/978-981-19-9778-5_3
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