战略、业绩评价体系与业绩——对中国上市公司的研究外文翻译.doc

外文翻译 原文 Strategy, performance-measurement systems, and performance: A study of Chinese firms Material Source: The International Journal of Accounting 44 (2009) 256–278 Author: Damon M. Fleming, Chee W. Chow, Gongmeng Chen Abstract Numerous studies in developed Western countries have shown that firms strategic choices are responsive to attributes of their external environment. In turn, performance-measurement systems are used to support strategy implementation, which then affect firm performance. However, institutional factors may limit the extent to which these linkages exist in the transitional Chinese economy. We analyze survey and publicly available data for 104 listed Chinese manufacturing firms and find that, despite a number of identifiable impediments, these firms strategic emphasis on growth is responsive to the competition and uncertainty that they face. In the case of uncertainty, the relationship goes in the opposite direction to that found in Western firms. Like their Western counterparts, Chinese firms with greater emphasis on growth also tend to make greater use of balanced/integrated performance measurement systems, and, in turn, they perform at a higher level. 1. Introduction Numerous studies have shown that firms make strategic choices often in response to their external environment. Firms also use performance-measurement systems (PMSs) to support strategy implementation that increases their performance. This literature, however, is largely focused on firms from the more developedWestern economies (see Chenhall, 2003, 2007 forreviews). Whether or not these relationships hold true for Chinese firms has not yet beenempirically tested.We believe that such an investigation is warranted, in part, because Chinahas become one of the worlds largest export and import countries (OECD, 2005; Roberts Engardis, 2006), and in part because its transitional economy has certain attributes which might suppress a managers motivation and/or ability to respond to his