Impact of Risk, Uncertainty, and Control on Belief Systems and Performance, Summaries of Childhood Development

Download Impact of Risk, Uncertainty, and Control on Belief Systems and Performance and more Summaries Childhood Development in PDF only on Docsity! 237 Gadjah Mada International Journal of Business Vol. 23, No. 3 (September-December 2021): 237-261 *Corresponding author’s e-mail: ancella.anitawati@ui.ac.id ISSN: PRINT 1411-1128 | ONLINE 2338-7238 http://journal.ugm.ac.id/gamaijb Levers of Control and Managerial Performance: The Importance of Belief Systems Ancella Anitawati Hermawan*a, Emil Bachtiara, Panggah Tri Wicaksonoa, Nia Pramita Saria aUniversitas Indonesia, Indonesia Abstract: Belief systems, which are one of the four levers of control, play a vital role in an orga- nization. This study is primarily aimed at examining the effects of belief systems on managerial performance. Since the four levers of control jointly function in management control systems, we extend our study by investigating whether the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control (i.e., boundary systems, diagnostic control, and interactive control) strengthens the association between belief systems and managerial perfor- mance. A survey questionnaire was distributed to the upper-level management of various com- panies or strategic business units in Indonesia during the fourth quarter of 2017, resulting in 81 respondents. Hypotheses testing were conducted using the OLS regression model. This research found that belief systems are positively associated with managerial performance, indicating that the implementation of effective belief systems leads to higher managerial performance. This study also found that the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control does not have any effect on how belief systems are positively associated with managerial performance. This finding indicates that although management does not adopt a fit combination between its level of strategic risk and strategic uncertainty and the boundary systems, diagnostic control, and interactive control, it can still achieve good performance as long as strong belief systems are implemented. These findings confirm the critical role of belief systems in the levers of control. Thus, management needs to ensure the establishment of more effective belief systems if the company or business unit wants to produce optimal performance. Keywords: belief systems, levers of control, managerial performance, strategic risk, strategic uncertainty. JEL Classification: M140, M410 Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 238 Introduction The massive development of the busi- ness world brings about strategic uncertainty and strategic risks for a company. Manage- ment control system (MCS) is a management tool used for ensuring the implementation of the strategy set in the context of achieving the company’s goals. In facing challenges, an effective MCS can help the company achieve the targeted performance. Simons (1995, 2000) developed a management control con- cept known as the levers of control (LOC) consisting of belief systems (i.e., the basic values of a company), boundary systems (i.e., setting boundaries on actions and behavior), diagnostic control (e.g., monitoring), and in- teractive control (e.g., involving subordinates in the evaluation of the company). According to Simons (1995), a company must apply the four levers in the right combination to effec- tively execute a strategy. It is suggested that the four levers jointly function in control, and each is complementary (Widener, 2007). As one of the four levers of control, belief systems play a critical role in an orga- nization. Belief systems provide the core val- ues of an organization (Simons, 1995), and are used by the top management to inspire and motivate employees to give their best efforts to supporting the organization (Wid- ener, 2007). The mission statement, vision, corporate credo, and values can be used to articulate a company’s belief systems. Thus, compared to the other three levers of con- trol, we argue that belief systems are a very effective MCS because it is the self-control that comes from within the individual. Unlike other control systems, belief systems cannot be measured easily with respect to perfor- mance and cannot be associated with rewards and punishment. Moreover, belief systems provide directions for decision making, even though a company faces conditions of great uncertainty. In coping with unpredictable cir- cumstances, belief systems are often used to provide signals to the employees about the organization’s strategic objectives, so that they can adjust their actions to the expect- ed outcomes (Speklé, 2001). Heinicke et al., (2016) found that companies that implement a flexible culture will emphasize the use of belief systems. Despite the importance of belief sys- tems in an organization, the effects of belief systems on a company’s performance remain underexplored in the literature. One of the few studies was conducted by Sai Manohar and Pandit (2014), who investigated the role of the core values and beliefs of leading in- novative companies in India. The findings of Sai Manohar and Pandit’s (2014) study suggest that the innovation culture of these companies was heavily influenced by their core values and beliefs. Meanwhile, Bart et al., (2001) and Sidhu (2003) found that the mission statement of a company positively affects the company’s performance. As the effects of belief systems on a company’s per- formance have only received little attention so far, this study wants to enrich the litera- ture by providing further empirical evidence. Thus, the primary aim of this study is to examine the impacts of belief systems on managerial performance. The main research question is as follows: “How do belief sys- tems affect managerial performance?” Due to the vital role of belief systems, we argue that establishing effective belief systems should become a company’s priority. Furthermore, it has been suggested by prior studies that the LOC are an interdependent system (Marginson, 2002; Chenhall et al., 2010; Frow et al., 2010; Mundy, 2010). Bed- ford (2015) examined the impact of each lever Hermawan et al 241 universally applicable. In some organizations, such as branches or subsidiaries, belief sys- tems and boundary systems are mostly not in the control domain of the branches or sub- sidiaries. Research into the LOC also reveals some weaknesses of the LOC. Bisbe and Otley (2004) examined the relationship be- tween interactive control and innovation, and found that the relationship depends on the company’s level of innovation. In companies with high levels of innovation, the interactive control has a negative effect on innovation. However, in companies with low levels of innovation, the interactive control has a pos- itive effect. Henri (2006) determines that the use of diagnostic control negatively affects the strategic capabilities, such as market ori- entation, entrepreneurship, innovation ability, and organizational learning, while the inter- active control has a positive effect. Collier (2005) examines the interplay be- tween belief systems and boundary systems in entrepreneurial-oriented organizations, while other research has used the LOC frame- work to interpret case-study evidence related to the issue of MCS (Ferreira, 2002; Tuome- la, 2005). Another critical study was done by Widener (2007), which found that the linkage and complementarity between the four levers of control and performance measurements are more useful for diagnostic control and interactive control. He also supports Simons’ (1995, 2000) argument that managers should consider the four control systems mentioned above when designing their control systems, to improve the effectiveness reflected in or- ganizational performance. Belief Systems Belief systems are a set of organiza- tional-identity statements communicated formally by the executives and systematical- ly echoed to provide the organization’s core values, including its organizational values, goals, and direction. Belief systems also in- clude how the organizational values are cre- ated, the level of desired performance, and human relationships (Simons, 1995). Belief systems can be expressed in a mission and vision statement, credo, statement of pur- pose, and values. Executives use belief sys- tems to inspire and motivate employees to seek, explore, create, and put all their efforts into engaging in actions that support the or- ganization (Widener, 2007). Simons (1995) emphasizes the important role of managers in an organization to establish effective be- lief systems. Senior managers can personal- ly write substantive drafts and form a staff group to facilitate communication, feedback, and awareness among all members. Since be- lief systems are the self-control that come from within an individual, they are effective management control systems, and that their role in an organization is vital. Thus, an orga- nization should ideally prioritize establishing effective belief systems. Belief systems will create a stable envi- ronment for members of the organization and play an essential role in overcoming, through the communication of values and as- sumptions, organizational indifference to the organizational inertia and political processes that occur in the organization. Belief systems convey the goals and values that are not rou- tinely reflected in the MCS. Thus, belief sys- tems serve as the basis for the criteria used in decision making and they create the oper- ational paradigms in which the other systems within the LOC operate (Dent, 1991 cited in Mundy, 2010). Furthermore, even when an organization faces high levels of uncertainty, belief systems provide direction for the or- ganization’s decision-making. Belief systems Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 242 are used when dealing with uncertain situa- tions to provide signals about organizational strategic goals to the organization’s members so that they can adapt their behavior to the expected outcomes (Speklé, 2001). To the authors’ best knowledge, there is no research that specifically examines the impact of belief systems on a company’s or business unit’s performance. However, there is one study discussing the core values and beliefs found in the most innovative com- panies (Sai Manohar and Pandit, 2014). Sai Manohar and Pandit (2014) used a survey of 50 executives from 15 of the most innovative companies in India and identified some com- mon ground in these companies, namely that core values and beliefs play an important role in the companies. Some other studies focus more on the mission statement, which in- cludes the mission and vision of the organi- zation. Initial research on mission statements (Baetz and Bart, 1996; Bart, 1997; Bart and Tabone, 1999) has focused more on examin- ing the completeness of mission statements with respect to the use of and satisfaction with the mission statement, including satis- faction in the preparation of mission state- ments. Bartkus et al., (2004) compared the qual- ity of mission statements of Japanese and US companies, based on the following cri- teria: identifying stakeholders, incorporating specific components, and fulfilling the func- tions of the mission statement (i.e., directing communication, helping to control, guiding decision-making, and motivating employees). Bartkus et al., (2004) observed that, although there are differences between the companies from both countries, the mission statement’s quality was still under the criteria they used. In this article, they did not examine whether a low-quality mission statement had an impact on the company’s performance. However, in another article, they found that low quality did not affect performance (Bartkus et al., 2006). Bart et al., (2001) tried to develop a model that traces the link between the mis- sion and the company’s performance. The variables they use are the reasons to create a mission, mission content, job satisfaction, alignment between the mission and organiza- tional content, employee behavior, commit- ment, and performance. Using a sample of 83 companies and questionnaires that they believe are long, they observe a positive re- lationship between the mission and compa- ny’s performance. Meanwhile, Sidhu (2003) explains that there is a positive relationship between mission comprehensiveness and firm’s performance. Sidhu (2003) completed content analysis on missions and measured mission comprehensiveness based on the presence of the elements of vision, compe- tence, and values. Meanwhile, a company’s performance is measured by the respon- dents’ perception of their company’s sales growth performance compared to its nearest competitor. Sidhu (2003) concludes that the mission statement has a positive effect on a company’s performance. Strategic Risk, Strategic Uncertainty, and Levers of Control In a business context, a strategy can be defined as how an organization can achieve its business objectives by competing with other organizations (Emblemsvåg and Kjøl- stad, 2002). In executing its strategy, an or- ganization faces strategic risks and strategic uncertainties. A strategic risk is an unexpect- ed event or condition that can significantly affect a manager’s capability to implement Hermawan et al 243 a strategy. Meanwhile, strategic uncertain- ties are uncertainties and contingencies that can threaten or weaken a company’s strategy. Strategic uncertainties arise from senior man- agers’ perceptions of known or unknown contingencies, which can threaten and undo the assumptions used to build the company’s strategy. Although the risk and uncertainty terms are used interchangeably in general, some experts define uncertainty as the inabil- ity to establish the probability of outcomes, whereas risk is defined as the ability to estab- lish probabilities based on differences in per- ception of regular relationships or patterns (Emblemsvåg and Kjølstad, 2002; Gifford et al.,1979). Strategic risks and strategic uncertain- ties are two of four critical issues associated with the framework of the levers of control (LOC). Boundary systems are designed to communicate risks that must be avoided and eliminate any ability that can rationalize ac- tions that could bring undesirable risks to the company (Simons, 2000). Meanwhile, inter- active control is a control system that moti- vates searches and learning and is used when top management has a perception of there being a high level of strategic uncertainties. With interactive control, management is encouraged to intensify the search for new strategies to respond to opportunities and threats (Simons, 1995). According to the LOC concept, strate- gic risks and strategic uncertainties are the antecedents to determining the priorities when a company selects a control system (Si- mons, 1995). Companies face different levels of strategic risks and strategic uncertainties. Therefore, each company should adopt an appropriate combination of the LOC that aligns with the levels of strategic risks and strategic uncertainties that the company fac- es. Lababidi et al., (2020) also state that, in reality, companies create strategies in various ways depending on the context, in order to produce effective strategies. McAdam et al., (2019) also suggest that if a company faces a more dynamic and complex business en- vironment, the strategy tends to be more complex or advanced to adapt to the con- text. These arguments are related to the as- sumption underlying the contingency theory that there is no single type of organizational structure that can be applied to the entire or- ganization. The contingency theory is an approach to organizational behavior studies in which contingent factors, such as technology, cul- ture, and the external environment, affect the organization’s design and function. An organization’s effectiveness depends on the fit between the contingent factors (Islam and Hu, 2012). Lababidi et al., (2020) argue that achieving the fit or alignment between stra- tegic planning and the contextual factors of organizational structure and environmental uncertainty leads to the generation of good performance. Drazin and Van de Ven (1985) explain that fit can be defined using two ap- proaches, namely contingent, and congru- ence, in the study of accounting and strate- gic management. The relationship of two or more variables forming a fit is conditional in the contingent approach. Conversely, the re- lationship of two or more variables that form a fit does not have to be conditional in the congruence approach, but the relationship already exists by itself. In this study, fit refers to a contingent approach. It was explained previously that belief systems play a critical role, and that a com- pany should prioritize establishing effective belief systems regardless of the levels of strategic risks and strategic uncertainties that Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 246 these 30 completed questionnaires were then included in the data analysis. We obtained 81 respondents from dis- tributing the survey questionnaires during the fourth quarter of 2017. As suggested by Heckathorn (2011), we employed non-prob- ability sampling methods, convenience and snowball sampling methods to access hard- to-reach populations to hopefully get them to participate in this study. Also, we distributed the questionnaires to students in the master’s professional program to ensure a sufficient response rate. In order to ensure the stu- dents met our criteria (i.e., being a part of upper-level management at their company or business unit within a company), we asked 14 questions regarding the characteristics of the organizations they work in, each participant’s profile, and their role in the organization. Before the participants filled out the survey questionnaires, we provided explanations to the respondents, such as: the researchers ensure the participants’ data confidentiality, and that their participation in this research is voluntary and they can withdraw without any unfavorable consequences. In order to control the time period, all the steps in the sampling and data collection processes were carried out from October until December 2017. After all the processes for collecting the data were completed, we cleaned our data to boost the data’s validity. Measurement The model used to test the hypotheses consisted of Equation 1 (for H1) and Equa- tion 2 (for H2), where PERF = company per- formance; BLF = belief systems applied by the company or business unit; FIT = contin- gent-fit between strategic risk, strategic un- certainty, and the contextual variables (i.e., Figure 2. Research Method Workflow Hermawan et al 247 boundary systems, diagnostic control, and interactive control); BLF*FIT = interaction between the variables belief systems (BLF) and contingent-fit (FIT); PUBLIC = compa- ny is listed on the Indonesia Stock Exchange or not; and SIZE = company’s or business unit’s size. PERF = α + β1BLF + β2 PUBLIC + β3SIZE + ε (1) PERF = α + β1BLF + β2FIT + β3BLF*FIT + β4 PUBLIC + β5SIZE + ε (2) The dependent variable (PERF) and the independent variable (BLF) were represented by a set of questions adopted from Bedford (2015) and Widener (2007). The level of stra- tegic risk, level of strategic uncertainty, and contextual variables (i.e., boundary systems, diagnostic control, and interactive control) were also measured using the questions in the questionnaire. Each of the questions was measured using a Likert scale ranging from 1 to 5. The FIT variable was measured from three contextual variables: boundary systems, diagnostic control, and interactive control. The contingent-fit was developed based on the fitness-landscape theory, which describes the level of fit between the level of strate- gic risk, the level of strategic uncertainty, and the three contextual variables (i.e., boundary systems, diagnostic control, and interactive control). It was used to show how the three LOC were combined in the companies fac- ing different levels of strategic uncertainty and strategic risk. Fit is developed using the following assumptions: (1) Companies facing a high level of strategic risk and a high level of strategic uncertainty should place more emphasis on the use of boundary systems and interactive control and less emphasis on the use of diagnostic control. (2) Companies facing a high level of strategic risk and a low level of strategic uncertainty should not em- phasize the use of interactive control, but should emphasize the use of boundary sys- tems and diagnostic control. (3) Companies facing a low level of strategic risk and a high level of strategic uncertainty should empha- size the use of interactive control, but should not emphasize the use of boundary systems and diagnostic control. (4) Companies facing a low level of strategic risk and a low level of strategic uncertainty should not emphasize the use of interactive control and boundary systems, but should emphasize the use of di- agnostic control. These assumptions are also shown in Table 1. To determine the contingent-fit, the sample was divided into four categories of strategic risk and uncertainty conditions, i.e., high risk and high uncertainty, high risk and low uncertainty, low risk and high uncertain- ty, and low risk and low uncertainty. The con- tingent-fit scores for each sample were calcu- lated using the FIT calculation adopted from the formula used by Jermias and Gani (2005). The formula determines the average number of responses to the questionnaire related to Table 1. Combination Matrix for Strategic Risk, Strategic Uncertainty, and the Three Levers of Control (LOC) Strategic Risk Strategic Uncer- tainty Boundary Systems Diagnostic Control Interactive Control High High High Low High High Low High High Low Low High Low Low High Low Low Low High Low Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 248 the contextual variables (i.e., boundary sys- tems, diagnostic control, and interactive con- trol). The fit calculation model is as follows, where Fitj = total score of contingent-fit for sample j; Xij = contribution of fit from con- textual variables i for sample j; N = number of contextual variable; j = number of sample. , ...Fit N X j1 1j iji N j1 6= = = / (3) To ensure that the high FIT scores il- lustrate the best alignment between strategic risk, strategic uncertainty and the contextual variables, this study used a reverse code for the contextual variables with a “low” level, as shown in Table 1. For example, in high risk and high uncertainty conditions, diagnos- tic control tends to be low, so for the sam- ple category of high strategic risk and high uncertainty, a reverse code is performed for the respondent’s response in the contextu- al variable of diagnostic control. Therefore, the questionnaire questions on the diagnostic control use a value of one to indicate a low level of interactive control and a value of five to indicates a high level of interactive control. This study uses two control variables: the company’s ownership (PUBLIC) and the company’s or business unit’s size (SIZE). The company’s ownership (PUBLIC) is a dummy variable with the value of one if the compa- ny is listed on the Indonesia Stock Exchange (IDX) and zero if otherwise. The company’s or business unit’s size (SIZE) is measured based on its total assets (excluding land and buildings) or annual sales value, whichever is higher. The value of this variable is 1 for mi- cro size, 2 for small size, 3 for medium size, and 4 for large size. The criterion for each category is provided in the questionnaire in Appendix A. Data Analysis The research model was tested based on the ordinary least squares (OLS) method using Stata software. Before that, classical as- sumptions were tested to ensure the data are processed using a best linear unbiased esti- mator (BLUE), in the form of normality, het- eroscedasticity, and multicollinearity tests. A Pearson correlation test was also performed to test the relationships between each inde- pendent variable. Analyses of the data were conducted based on the descriptive statistics, the correlation test results, and the OLS test results. Descriptive statistics explained the re- spondents’ profiles and the tested variables. Results Descriptive Statistics A total of 81 respondents were obtained from the questionnaires distributed for this Table 2. Profile of Respondents Characteristics N % Gender: Male Female 54 27 66.7% 33.3% Age 23–32 years old 33–42 years old 43–52 years old > 52 years old 44 22 10 5 54.3% 27.2% 12.3% 6.2% Hermawan et al 251 Discussion and Findings This study aimed to investigate the role of belief systems as the main pillar of the levers of control in enhancing a company’s or a business unit’s managerial performance. In addition, this study also strives to explore whether the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control can enhance the role of be- lief systems in achieving the targeted mana- gerial performance. Therefore, we formulat- ed two hypotheses and the findings have been presented in the preceding section. Testing the first hypothesis confirms a positive association between belief systems and managerial performance. This result in- dicates that companies or business units that implement stronger belief systems would have better managerial performance. Belief systems are explicit sets of beliefs that define the basic values, purpose and direction, in- cluding how value is created, the level of de- sired performance, and human relationships (Simons, 1995). Belief systems provide guid- ance for opportunity-seeking behavior, espe- cially when opportunities expand dramatically or there is a change of strategic direction. Se- nior managers should define and communi- cate their company’s set of beliefs to all the employees, so that everyone in the organiza- tion would share the same perspectives and values in any decision situation. This finding supports the previous studies, which found that maintaining belief systems will help man- agement in its decision-making, especially in uncertain situations. Speklé (2001) suggests that in uncertain circumstances, an organi- zation can use belief systems to provide its members with signals about its organizational strategic goals so that the members can adapt their actions to the expected outcomes. This finding also corresponds with Bart et al., (2001) and Sidhu (2003), who confirm that the company’s mission statement influences performance, where the company’s mission statement is one of the depictions of the be- lief systems. There are three practical implications that can be drawn from this finding. Firstly, the need for a company to have formal doc- umentation of its organizational core values in the form of vision and mission statements, credos, and a statement of purpose. An orga- nization’s core values provide guidance to its employees, where rules and standard operat- ing procedures alone cannot suffice. Manage- ment should communicate this set of beliefs effectively to all the organization’s members to ensure their decisions and actions reflect the organization’s core values. Secondly, the organization’s core values should originate from the founder’s core values and be clear- ly defined and stated by the management. If the founders do not have any core values, it would be difficult for the organization to have effective belief systems, unless the manage- ment has a very strong leadership. Therefore, companies or business units should have a leader with profound leadership skills, in or- der to have strong belief systems. Lastly, the tone from the top and leadership by exam- ple are the key success factors to have strong belief systems in a company or a business unit. Managers ought to actively communi- cate and internalize the core values to their subordinates, thus creating a strong commit- ment from all the elements in a company or a business unit. For instance, managers can lead their subordinates by providing examples of how to perform day-to-day activities in ac- cordance with the company’s or the business unit’s core values. The result of our second hypothesis shows that the contingent-fit between stra- tegic risk, strategic uncertainty, and the com- Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 252 bination of priority control systems imple- mented in business units or companies (i.e., boundary systems, diagnostic control, and interactive control) does not significantly af- fect the association between belief systems and managerial performance. This finding denotes that although a company or a busi- ness unit is not able to operate the other three levers of control (i.e., boundary systems, di- agnostic control, and interactive control) in an ideal manner, in accordance with the level of strategic risk and uncertainty they are fac- ing (as presented in Table 1) to achieve the desired fit or alignment, the company or busi- ness unit can still achieve a good performance as long as they implement strong belief sys- tems. This finding is important to note, par- ticularly when a company or a business unit operates in rapidly changing situations (e.g, in the time of a pandemic or crisis). The findings indicate that the role of be- lief systems in the levers of control is critical to achieving the targeted managerial perfor- mance. This study contributes to the body of knowledge by proving that given the strategic risk and strategic uncertainty faced by a com- pany or a business unit, belief systems are the most essential form of control among the four levers of control. Therefore, a company or a business unit should prioritize the estab- lishment of more effective belief systems so that these can help to achieve better perfor- mance. The belief systems solely become an important control in the management control system, regardless of whether the compa- ny or business unit has an appropriate con- tingent-fit between strategic risks, strategic uncertainties, and the other three levers of control. However, the other three control systems (i.e., boundary systems, diagnostic control, and interactive control) should not be ignored, because the LOC are an interde- pendent system (Marginson, 2002; Chenhall et al., 2010; Frow et al., 2010; Mundy, 2010). Widener (2007) also suggests that companies that emphasize belief systems also highlight the other three levers of control. In addition to the main results, we ex- amined the association of the contingent-fit of strategic risks, strategic uncertainties, and boundary systems, diagnostic control, and interactive control, with managerial perfor- mance (not presented in this article). The result shows that there is no association be- tween the contingent-fit of those factors and managerial performance. This result supports our previous findings that belief systems are the critical lever of control, especially when the company or business unit is facing stra- tegic risks and strategic uncertainties. Man- agement do not have to worry about finding which of the levers of control are best suited to face such risks and uncertainties to achieve the targeted performance, as long as they have built strong belief systems in the com- pany or business unit. Management should just ensure that the company already has the belief systems, and the implementation of the boundary systems, diagnostic control, and interactive control could be based on the or- ganization’s needs. Conclusion This primary aim of this study was to investigate the effects of belief systems on managerial performance. Moreover, it has been noted that the four levers of control jointly function in the management control system. Therefore, this study also examines how the other three levers of control (i.e., boundary systems, diagnostic control, and interactive control), that are aligned with the levels of strategic risks and strategic uncer- tainties, can affect the association between belief systems and managerial performance. Hermawan et al 253 This study’s findings complete the litera- ture in terms of the significant impact of be- lief systems on managerial performance. The implication is that the establishment of be- lief systems in a company or a business unit is crucial for delivering satisfactory perfor- mance. With this, managements need to exert themselves in ensuring that effective belief systems are in place. The absence of any im- pact by the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control on the aforementioned rela- tionship makes the belief systems even more crucial for achieving the desired managerial performance. Limitation We acknowledge that this study has sev- eral limitations, so we provide suggestions for future research. Firstly, the number of respondents in the sample obtained was not large, which may interfere with the results. Future research can increase the number of respondents in the sample. Furthermore, ad- ditional respondents can be taken from other countries in order to make comparisons be- tween countries. Belief systems are closely related to culture, so it would be interesting to compare cultures in different countries in a new study. Secondly, the distribution of companies or business units represented by the respondents is not even. To better ensure that respondents represent business units or companies in equal numbers, it is necessary to determine the number of respondents for each business unit or company. Thirdly, the distribution of the industries of the respon- dents’ companies or business units is also unequal. The levels of risk and uncertainty faced by firms in different industries may be different. Therefore, for a generalization, it is necessary to ensure that the samples repre- sent each industry, so they can be compared. Fourthly, this research did not separate be- tween business units and companies, where the authority of a business unit may be dif- ferent from that of a company. Future stud- ies can focus on top management only, or on business-unit managers alone, to obtain more homogeneous results. Lastly, we also acknowledge that this study cannot prove the hypothesis that the contingent-fit affects the association between belief systems and man- agerial performance. Thus, future research may need to try other fit measurements to find whether it can provide different results. Acknowledgment This research was funded by the 2017 Excellence Higher Education Institution Research (PUPT) Grant. We would like to acknowledge the Directorate General of Higher Education, Ministry of Research, Technology and Higher Education, Republic of Indonesia for providing the funding. Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 256 Sidhu, J. (2003). Mission statements: Is it time to shelve them? European Management Journal, 21(4), 439–446. https://doi.org/10.1016/S0263-2373(03)00072-0 Simons, R. (1995). Levers of control: How managers use innovative control systems to drive strategic renewal. Harvard Business School Press. Simons, R. (2000). Performance measurement & control systems for implementing strategy: Text & cases. Prentice Hall. Speklé, R. F. (2001). Explaining management control structure variety: A transaction cost eco- nomics perspective. Accounting, Organizations and Society, 26(4–5), 419–441. https://doi. org/10.1016/S0361-3682(00)00041-6 Tuomela, T. S. (2005). The interplay of different levers of control: A case study of introducing a new performance measurement system. Management Accounting Research, 16(3), 293–320. https://doi.org/10.1016/j.mar.2005.06.003 Widener, S. K. (2007). An empirical analysis of the levers of control framework. Accounting, Or- ganizations and Society, 32(7–8), 757–788. https://doi.org/10.1016/j.aos.2007.01.001 Hermawan et al 257 APPENDIX A. Survey Questionnaire SURVEY QUESTIONS SECTION A Please rate the extent to which the following statements described your company or profit center SBU in the last three years: 1 = very low extent (VL) 2 = low extent (L) 3 = moderate extent (M) 4 = high extent (H) 5 = very high extent (VH) No. Statements VL L M H VH Belief Systems 1 The values, purpose and direction of the organiza- tion are codified in formal documents (e.g. mission/ value statements, credos, statements of purpose). 1 2 3 4 5 2 Top management actively communicates core values to subordinates. 1 2 3 4 5 3 Formal statements of values are used to create com- mitment to the long-term vision of top management. 1 2 3 4 5 4 Formal statements of values are used to motivate and guide subordinates in searching for new opportuni- ties. 1 2 3 4 5 Boundary Systems 1 Codes of conduct or similar statements are relied upon to define appropriate behavior. 1 2 3 4 5 2 There are policies or guidelines that stipulate specif- ic areas for, or limits on, opportunity searches and experimentation. 1 2 3 4 5 3 As part of the top management, I actively commu- nicate the risks and activities to be avoided by my subordinates. 1 2 3 4 5 4 Sanctions or punishments are applied to subordinates who engage in risks and activities outside organiza- tional policy, irrespective of the outcome. 1 2 3 4 5 Gadjah Mada International Journal of Business - September-December, Vol. 23, No. 3, 2021 258 No. Statements VL L M H VH Diagnostic Control 1 As part of the top management team, I use budgets and performance measures to identify critical perfor- mance variables (i.e. factors that indicate the achieve- ment of the current strategy). 1 2 3 4 5 2 As part of the top management team, I use budgets and performance measures to set targets for critical performance variables. 1 2 3 4 5 3 As part of the top management team, I use budgets and performance measures to monitor the progress toward critical performance targets. 1 2 3 4 5 4 As part of the top management team, I use budgets and performance measures to provide information to correct deviations from preset performance targets. 1 2 3 4 5 5 As part of the top management team, I use budgets and performance measures to review key areas of performance. 1 2 3 4 5 Interactive Control 1 As part of the top management team, I use budgets and performance measures to provide a recurring and frequent agenda for top management activities. 1 2 3 4 5 2 As part of the top management team, I use budgets and performance measures to provide a recurring and frequent agenda for my subordinates’ activities. 1 2 3 4 5 3 As part of the top management team, I use bud- gets and performance measures to enable continual challenges to and debate about the underlying data, assumptions and action plans with subordinates and peers. 1 2 3 4 5 4 As part of the top management team, I use budgets and performance measures to focus attention on strategic uncertainties (i.e. factors that may invalidate the current strategy or provide opportunities for new strategic initiatives). 1 2 3 4 5 5 As part of the top management team, I use budgets and performance measures to encourage and facil- itate dialog and information sharing with subordi- nates. 1 2 3 4 5