Griffith Business School Submitted in fulfilment of the requirements of the degree of Doctor of Philosophy by Thi Thu Nguyen June 2014 Transformational Leadership Style, Reward Systems, Management Accounting System Information and Managerial Performance: The Impact of Ownership Type in Vietnamese Enterprises Thi Thu Nguyen M.B.A, M.Acc Department of Accounting, Finance and Economics Griffith Business School Griffith University Submitted in fulfilment of the requirements of the degree of Doctor of Philosophy June 2014 Abstract In a competitive business environment, managers’ need for broad scope management accounting system (MAS) information for decision making increases This information is critical for facilitating managers to gain a better understanding of a competitive environment and to respond to uncertain situations Such understanding, in turn, helps managers to make more effective decisions, thereby improving their performance The extant literature suggests that several factors, such as organisational structure and external environment, may have an impact on managers’ use of broad scope MAS information (hereafter, the MAS information) and on their performance However, the literature suggests that such an impact varies depending on contexts such as countries and cultures In a transitional economy, as in Vietnam, studies investigating the impact of these factors on managers’ use of the MAS information and on their performance are rather scarce Vietnam is in the process of transforming from a centrally planned economy to a market-oriented one characterised by a competitive business environment, organisations with multiple ownership types and a mix of leadership styles and reward systems The relevant literature argues that the impact of different ownership types, leadership styles and reward systems in the transitional economy of Vietnam may differ from that found in a western country’s developed economy However, an extensive literature review suggests that research on the impact of leadership style, reward system, and ownership type on managers’ use of the MAS information and their performance in Vietnam has yet to be conducted The current study addresses this shortcoming This study sets out to determine several direct, mediation and moderation effects: i (a) the direct relationships between transformational leadership style (TLS), reward systems (RS), managers’ use of the MAS information, and managerial performance (MP); (b) the indirect relationships (i) between TLS and MP via managers’ use of the MAS information, (ii) between RS and MP via managers’ use of the MAS information, (iii) between TLS and MP via RS, and (iv) between TLS and managers’ use of the MAS information via RS; and (c) the moderating impact of ownership types on these relationships in Vietnamese enterprises (divided into three groups: state-owned (including enterprises with the state as the majority shareholder); privately owned (100% domestic private); and foreign-owned (including partial and 100% foreign investment) enterprises (hereafter abbreviated as SOEs, POEs and FOEs, respectively) A questionnaire survey and in-depth face-to-face interviews were conducted to collect data One hundred and ninety-one department managers in Vietnamese enterprises with different ownership types participated in the study Data collected from the survey were used to run partial least square (PLS) path models to test the hypotheses for the above effects Information from the interviews was used to enrich understanding of the hypothesised relationships and to explain the impact of ownership types on these relationships The results of this study reveal that: all direct relationships in (a) were positive and significant; ii all indirect relationships in (b) were significant, with one exception that the RS had no mediating role in the relationship between TLS and MP; and ownership type had an impact on the direct relationships: (i) between RS and managers’ use of the MAS information and between TLS and MP because these relationships were positive and significant in POEs and FOEs, but not significant in SOEs; (ii) between RS and MP because this relationship was positive and significant in POEs, but not significant in the others; and (iii) between managers’ use of the MAS information and MP because this relationship in FOEs was significantly lower than it was in the others; ownership type had a moderating effect on the indirect relationships: (i) between TLS and MP via managers’ use of the MAS information as this indirect effect was significant in SOEs and POEs, but not significant in FOEs; (ii) between TLS and MP via RS since this indirect effect was significant in POEs, but not significant in the others; 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Studies on Managers’ Use of the MAS Information 35 2.3 Reward Systems 46 2.4 Leadership Style 50 2.5 Managerial Performance 59 2.5.1 Managers’ use of the MAS information and managerial performance 63 2.5.2 Reward systems and managerial performance 65 2.5.3 Transformational leadership style and managerial performance 67 2.6 Ownership Type 68 Chapter... between transformational leadership style and managerial performance and (ii) between reward systems and managerial performance; the second mediator is reward systems in two relationships: (i) between transformational leadership style and managerial performance and (ii) 21 between transformational leadership style and managers’ use of the MAS information; 8 The moderating effect of ownership type on the direct... of reward systems in the relationship between transformational leadership style and managerial performance 93 2 3.2.4 The mediating role of reward systems in the relationship between transformational leadership style and managers’ use of the MAS information 94 3.3 Moderating Effects 95 3.3.1 Impact of ownership type on the relationship between transformational leadership style and. .. (objectives 1 to 6) and indirect relationships (objective 7) to answer RQ1; and the role of ownership type (objectives 8 and 9) to answer RQ2: 1 The relationship between transformational leadership style and managers’ use of the MAS information; 2 The relationship between transformational leadership style and reward systems; 3 The relationship between reward systems and managers’ use of the MAS information; ... Study 1 Nguyen, T T., Mia, L., & Huang, A (2013) Reward systems, MAS information and managerial performance: The impact of ownership type Paper presented at the 7th Asia Pacific Interdisciplinary Research in Accounting Conference, Kobe, Japan 2 Nguyen, T T., Mia, L., & Winata, L (2013) Transformational leadership style, MAS information and managerial performance: The impact of ownership type Paper presented... of the MAS information 97 3.3.2 Impact of ownership type on the relationship between transformational leadership style and reward system 99 3.3.3 Impact of ownership type on the relationship between reward systems and managers’ use of the MAS information 100 3.3.4 Impact of ownership type on the relationship between transformational leadership style and managerial performance. .. use more MAS information to achieve performance Accordingly, Vietnamese enterprises need to understand how ownership types influence the effects of transformational leadership style and reward systems on managers’ use of the MAS information With this understanding, they may apply appropriate ownership type, leadership style and reward systems in order to encourage managers to use MAS information to... style and reward systems on managers’ use of the MAS information, and (iii) of transformational leadership style, reward systems, and managers’ use of the MAS information on managerial performance The second is the mediating roles (i) of managers’ use of the MAS information in the relationships between transformational leadership style and 22