Proceedings of 9th Asian Business Research Conference
20-21 December, 2013, BIAM Foundation, Dhaka, Bangladesh ISBN: 978-1-922069-39-9
Institutional Contradictions and the Role of Institutional
Entrepreneurs in Changing Performance Measurement Practices: A
Case from Bangladesh
Habib-Uz Zaman Khan*, Monir Mir** and Mohobbot Ali**
The aim of this study is to understand how institutional contradictions lead to
introduce innovative performance management techniques (Dashboard card- a
multi-dimensional performance measurement system (MPMS) and how that
was enacted by the role of change agent in an organisation. The paper is
based on a longitudinal field study in a Bangladeshi commercial bank
conducted over a period of two years. The study reveals that Bangladeshi
Government initiatives for reforms have resulted in an inconsistent notion of
banks’ performance that leads to institutional contradictions. The Managing
Director (MD) in this case study successfully balanced between these notions
of performance and pursued a new degree of institutional arrangement (the
implementation of a MPMS). This new arrangement was ultimately enacted
through leadership skill, the power relationships and as a result of support from
other key actors. The successful initiative was facilitated by the strong
institutional contradictions of the case bank and the MD tended to become the
key transformational leader within the organisation.
Keywords: Institutional Contradictions, Institutional Entrepreneurship, Institutional Entrepreneurs,
Banks, Bangladesh.
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Habib-Uz Zaman Khan*, Macquarie University, New South Wales, Australia.
Prof. Monir Mir**, University of Canberra, Australia.
Dr. Mohobbot Ali**, University of Canberra, Australia.