| Summary: | A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Commerce, 2018 === The study examines the causal effect of changes in the contextual factors on
performance management systems, using a case study with an exploratory and
informative approach. In-depth interviews were corroborated by analysis of annual
reports over a period of ten years. Unique performance management systems in use
within the university provide a counter-point to the private sector orientation of
conventional research in performance management systems and management
accounting practices conducted largely in developed economies which has paid
insufficient attention to the complexities of the environments within which change
occurs. The findings indicate that portability of performance management practices
from the private sector to public institutions is questionable when the background of
organisations is not being taken into account. Backgrounds of organisations in
emerging economies and the external variables and changes thereof need to be
considered in understanding management accounting changes. Strong staff unions
were found to impact the interplay with external forces of globalisation, competitive
forces of declining funding, university ranking league tables, technology, and
regulatory changes which affected performance management practices, putting
organisational effectiveness at risk. Unique practices such as quinquennial reviews
and financial models which derive faculty bottom lines were impacted by change
during the decade and should not be ignored or underestimated in considering the
bouquet of management control practices essential for meeting organisational
objectives. The study also suggests directions which future research in the area of
change in management accounting practices could take. === XL2019
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