Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.Vai trò trung gian của vốn tâm lý trong mối quan hệ giữa thông tin kế toán quản trị và thành quả của nhà quản lý: Trường hợp nghiên cứu tại Việt Nam.2 2 MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HCMC NGUYEN HUU BINH THE MEDIATING ROLE OF PSYCHOLOGICAL CAPITAL IN THE RELATIONSHIP BETWEEN MANAGEMENT ACCOUNTING INFORMATION AND MANAGE.
MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HCMC NGUYEN HUU BINH THE MEDIATING ROLE OF PSYCHOLOGICAL CAPITAL IN THE RELATIONSHIP BETWEEN MANAGEMENT ACCOUNTING INFORMATION AND MANAGERIAL PERFORMANCE: EVIDENCE FROM VIETNAM Major: Accountancy Code: 9340301 DOCTORAL THESIS - SUMMARY Ho Chi Minh City – 2022 The thesis was complete at: University of Economics Ho Chi Minh City Supervisors: Dr Nguyen Bich Lien Assoc Prof Dr Nguyen Phong Nguyen Reviewer 1: Reviewer 2: Reviewer 3: The thesis will be presented to the University Dissertation Board at: At … … day month year … The thesis can be found at the library: CHAPTER INTRODUCTION 1.2 The need for research In business practice, the performance of managers is a very important factor not only for organizations but also for individual managers From a management perspective, fully meeting the information needs in general and management accounting information in particular for managers has an important role in supporting them to complete their work and contribute to the achievement of the business common goals However, the current business practice in Vietnam shows that businesses have not really paid attention to the development of management accounting information systems This mainly stems from the traditional view that management accounting is only suitable and necessary for large enterprises, while the majority of enterprises in Vietnam are small and mediumsized In addition, businesses and managers are not fully aware of the importance and necessity of management accounting information In research practice, the relationship between management accounting information and managerial performance is a topic that has received a lot of attention from researchers in recent years However, reality shows that: (1) studies have not addressed all aspects of managerial performance; (2) there are very few studies examining the role of mediating factors in the relationship between the use of management accounting information and the managerial performance to be able to clearly explain the influence mechanism of management accounting information on performance Meanwhile, psychological capital is often studied as a mediating variable that transmits the influence of organizational environmental factors on individual performance This creates a premise for the research idea on the mediating role of psychological capital in the relationship between management accounting information and managerial performance Thereby helping accounting information users in general and business managers, in particular, have a clearer view of the role of management accounting information in supporting the management and administration of the business, as well as its mechanism of influence on the performance of managers 1.3 Research objectives The overall objective of the research is to examine the direct influence and indirect influence, through the mediating role of psychological capital, of management accounting information on managerial performance in enterprises Also, the research clarifies the relationship between aspects of managerial performance - specifically the relationship between job performance (representing the behavioral aspect) and effectiveness (representing the outcome aspect) 1.4 Research subject and scope Research subject: influence of the use of management accounting information on managerial performance, and the mediating role of psychological capital in this relationship Research scope: the study was conducted in the context of Vietnam Data for the analysis were collected from managers at all levels in enterprises in Vietnam 1.5 Research method The quantitative research method with survey data was used to test the theoretical model Subjects of data collection are managers at all levels in enterprises in Vietnam PLS-SEM analysis technique was used to analyze the data with the support of SmartPLS 3.2.7 software 1.6 Thesis contribution Theoretically: the research results will add to the body of the literature on the influence mechanism of the use of management accounting information on managerial performance in terms of behavioral aspect and outcome aspect through the transmission role of psychological capital Besides, the research results create a premise for the approach to measuring managerial performance from different aspects Also, the research results are the basis for future studies in other contexts Practically: the research results help users of accounting information in general and business managers, in particular, have a clearer view of the role of management accounting information in supporting business management Thereby contributing to changing the awareness of managers about the importance of information management and exploitation in the organization, as well as to manage and apply accounting information more effectively and efficiently 1.7 Thesis structure The thesis structure consists of chapters: Chapter 1Introduction, Chapter 2-Research review, Chapter 3- Theoretical background and theoretical model development, Chapter 4-Research methodology, Chapter 5-Results and discussion, Chapter 6-Conclusions and implications CHAPTER RESEARCH REVIEW 2.1 Introduction Chapter focuses on summarizing relevant empirical studies and the application of grounded theory in these studies Thereby, developing a basis for identifying research gaps 2.2 Research on factors affecting managerial performance 2.2.1 Factors affecting managerial job performance The managerial performance consists of two components, task performance, and contextual performance However, previous studies have often focused on individual components of job performance For task performance The issue of interest to many researchers is the relationship between budget participation and managerial task performance Locke and Latham's (1994) goal-setting theory and Blumberg and Pringle's (1982) work performance theory are often used to explain the motivational effect of budget participation on managerial performance through the role of mediating variables The research results show that, when managers are involved in the budgeting related to their jobs and departments, it will contribute to improving task performance by two mechanisms: motivational and informational Also, the research results show that cost management knowledge, job satisfaction, and organizational commitment play a moderating role in the impact of budget participation on performance In addition, managerial task performance is also affected by factors belonging to the organizational environment such as decentralization, perceived environmental uncertainty, organizational psychological environment, perceived organizational support, work-related information, leadership style A few studies have addressed individual factors, e.g individual differences and work situation/context variables that have a direct influence on behavior Motivating behavior, in turn, influences performance For contextual performance The literature review shows that the managerial contextual performance is positively influenced by the perceived organizational support through the mediating role of the job engagement, self-control at work, and managerial personality traits with the moderating role of autonomy 2.2.2 Factors affecting managerial effectiveness The literature review shows that managerial effectiveness is mainly influenced environment (e.g., by factors mentoring, of the organizational organizational process, organizational culture, or HRD practices) and managerial characteristics (e.g., role efficacy, locus of control, or leadership competencies) 2.3 Influence of management accounting information on the managerial performance The literature review shows that management accounting information has a direct and positive influence on managerial job performance Also, this relationship is moderated by variables such as perceived environmental uncertainty, decentralization, task uncertainty, or organizational culture 2.4 Researches on psychological capital 2.4.1 Factors affecting psychological capital The literature review shows that environmental factors in the workplace can play a role in supporting or limiting the development of the individual psychological capacity, thereby positively or negatively affecting their job performance Also, most research in this field often focuses on environmental factors related to social support in the workplace, including organizational support and personal support 2.4.2 Influence of psychological capital on individual performance The literature review shows that psychological capital has different effects on outcome variables belonging to individual attitudes and behaviors, for example, job satisfaction, commitment to organizational mission, job engagement, organizational citizenship behavior, or job performance However, these relationships have been mainly examined in the context of employee performance 2.5 Research gaps Research gaps that need to be considered in the thesis include: First, lacking empirical studies that examine both aspects (behavioral and outcome) of managerial performance In addition, there is a lack of studies that examine both components of job performance including task performance and contextual performance Second, lacking studies testing the indirect influence of management accounting information on managerial performance, especially the mediating role of psychological capital Third, lacking studies on the influence of psychological capital on managerial performance Fourth, lacking empirical studies examining the relationship between managerial job performance and managerial effectiveness CHAPTER THEORETICAL BACKGROUND AND THEORETICAL MODEL DEVELOPMENT 3.1 Introduction This chapter presents the theoretical background of the constructs, the grounded theories, and the development of research hypotheses and model 3.2 Constructs 3.2.1 Managerial performance 3.2.1.1 Individual performance In related studies, individual performance is considered in both aspects, including the behavioral aspect and outcome aspect The behavioral aspect refers to the activities (behaviors) that individuals perform in the course of work; whereas, the outcome aspect refers to the results obtained from the individual's behaviors 3.2.1.2 The nature of management work According to Mahoney et al (1965), managerial functions include planning, investigating, coordinating, evaluating, supervising, staffing, negotiating, representing From a traditional perspective, managerial work can be described through four main functions performed continuously and simultaneously, including planning, organizing, leading, and controlling 3.2.1.3 Behavioral aspect of managerial performance In terms of the behavioral aspect, managerial performance is known as job performance which are behaviors or actions performed by managers towards achieving organizational goals Managerial performance is a higher-order construct consisting of two separate components (1) task performance and (2) contextual performance In which, the task performance component refers to behaviors such as planning, 11 when beset by problems and adversity, sustaining and bouncing back and even beyond (resilience) to attain success” 3.3 Grounded theories review 3.3.1 Work performance theory According to Blumberg and Pringle’s (1982) work performance theory, individual job performance is formed by the combination of three groups of factors, including: (1) capacity to work which refers to the physiological and cognitive capabilities that enable an individual to perform a task effectively; (2) psychological capacity which refers to psychological and emotional characteristics that influence the degree to which an individual is inclined to perform a task; and (3) environmental factors which belong to the context surrounding the individual These factors may support or oppose an individual perform the job and are beyond the control of the individual In particular, environmental factors often affect individual job performance through factors of work capacity and psychological capacity 3.3.2 Communication theory Shannon and Weaver’s (1949) communication theory introduces the concept of information level to represent the procedural influence of information on performance In which, the effectiveness level, also known as the influence level, is a set of events that occur, including the receipt of information; information evaluation; and the use of information, leading to a change in the behavior of information users In other words, 12 managers, through receiving information, understanding information, and using the information in solving specific problems, will change their behavior in making management decisions 3.3.3 Cognitive mediating theory and Broaden-and-build theory of positive emotions Smith and Lazarus's (1991) cognitive mediating theory suggests that environmental factors influence individual emotions through their cognitive processes Each person is placed in situations in the organization's life and, after assessing the environment affecting their perception, they will have emotional responses According to Fredrickson's (2001) broaden-and-build theory of positive emotions, positive emotions lead to the expansion of experiences and the building of resources, including the individual's psychological resources (eg psychological capital) The combined application of cognitive mediating theory and broaden-and-build theory of positive emotions helps to explain the influence of factors belonging to the organizational environment on an individual psychological resource (for example psychological capital) through the process of emotional change 13 3.4 Hypotheses development and model design 3.4.1 Hypotheses development Based on summarizing relevant empirical studies combined with the application of background theories, the following research hypotheses are proposed: Hypothesis about direct influence between research concepts: H1a: Management accounting information has a positive influence on managerial job performance H1b: Management accounting information has a positive influence on managerial effectiveness H2: Management accounting information has a positive influence on managerial psychological capital H3a: Psychological capital has a positive influence on managerial job performance H3b: Psychological capital has a positive influence on managerial effectiveness H4: Managerial job performance has a positive influence on managerial effectiveness Hypotheses about the role of mediating variables: HTG1: Psychological capital plays a mediating role in the relationship between management accounting information and managerial job performance HTG2: Psychological capital plays a mediating role in the relationship between management accounting information and managerial effectiveness 14 HTG3: Managerial job performance plays a mediating role in the relationship between psychological capital and managerial effectiveness 3.4.2 Research model design Fig 3.7 Research model CHAPTER RESEARCH METHODS 4.1 Introduction Chapter focuses on presenting research methods used to test the measurement model, the theoretical model, and the research hypotheses that have been proposed in Chapter 4.2 Research process The research process with detailed work contents is shown in the diagram below 15 Fig 4.1 Research process 4.3 Constructs and measurements 4.3.1 Management accounting information Management accounting information is measured by the scale adapted from Chenhall and Morris (1986) and Agbejule (2005) Specifically, the scale is used to measure the level at which managers using management accounting information 4.3.2 Psychological capital The study uses a scale developed by Luthans et al (2007b) to measure managerial psychological capital 4.3.3 Managerial job performance From a behavioral aspect, job performance is a third-order concept consisting of two second-order components, task performance, and contextual performance Task performance Task performance is measured by a set of eight observed variables adapted from Mahoney et al (1963, 1965) Contextual performance Contextual performance is a second-order concept, with two components being job dedication and interpersonal facilitation which are measured by scale employed from the work of Van Scotter et al (2000), and Van Scotter and Motowidlo (1996) 4.3.4 Managerial effectiveness 16 Managerial effectiveness was measured by using statements adapted from Mott (1972) Accordingly, manager effectiveness is a second-order concept, consisting of three components: productivity, adaptability, and flexibility 4.4 Data collection 4.4.1 Sample size According to Hair et al (2017a), the minimum sample size when applying PLS-SEM can be determined as 10 times the maximum number of structural paths that point towards a particular latent variable anywhere in the model Therefore, according to the above principle, the minimum sample size of the thesis is determined to be 30 4.4.2 Collecting data Subjects of data collection are managers in enterprises in Vietnam The survey method was selected to carry out the data collection 4.5 Process and techniques for data analysis First, the measurement model will be evaluated for scale reliability, convergent, and discriminant validity Next, Harman's single-factor test was used to evaluate the effect of common method bias; SRMR and SRMtheta are used to check the model fit; multicollinearity is evaluated by the VIF Then, the relationships in the research model will be tested based on Zhao et al.'s (2010) process for analyzing the role of 17 intermediating variables Also, the explanatory power of the model is evaluated using the coefficient of determination R2, and the effect size is evaluated based on the f2 CHAPTER RESULTS AND DISCUSSION 5.1 Introduction This chapter presents data analysis results and discusses some of the results 5.2 Descriptive statistics The study received a total of 134 valid responses to the questionnaire Statistical results on sample characteristics and descriptive statistics on key variables are presented in detail in the thesis 5.3 Test the measurement model 5.3.1 Reliability of measurements The analysis results show that the scales of the lower-order components all have reliability values that satisfy the proposed evaluation threshold, with 0.695 ≤ α ≤ 0.905, 0.720 ≤ ρA ≤ 0.911, and 0.831 ≤ CR ≤ 0.928 Simultaneously, the same result occurs for the higher-order component with 0.716 ≤ α ≤ 0.909, and 0.850 ≤ CR ≤ 0.936 5.3.2 Validity of measurements 5.3.2.1 Convergent validity The analysis results show that the AVE of the lower-order components gets values from 0.558 to 1.000; simultaneously, the AVE of the higher-order components has the lowest value 18 of 0.711 This result shows that the AVE of both the higherorder components and the higher-order components are larger than the threshold of 0.5; therefore, it can be concluded that the scales of the lower-order components and the higher-order components both reach the convergent value 5.3.2.2 Discriminant validity The results of HTMT and Fornell-Larcker index analysis show that all lower-order latent concepts are ensured to have discriminant validity Similarly, the calculation results of the HTMT index show that the discriminant value between higher-order components and lower-order components is also ensured 5.3.3 Test the common method bias The analysis results show that no factor accounts for most of the variance, the first factor only accounts for 35.618% of the total variance extracted Therefore, it can be concluded that there is no evidence of methodological bias in this study 5.3.4 Model fit The results show that the research model is consistent with the data collected in this study with the SRMR=0.074 and RMStheta=0.12 ... investigating, coordinating, evaluating, supervising, staffing, negotiating, representing From a traditional perspective, managerial work can be described through four main functions performed continuously... accounting information in general and business managers, in particular, have a clearer view of the role of management accounting information in supporting business management Thereby contributing... 3.2.2 Management accounting information 3.2.2.1 Characteristics of management accounting information Management accounting information is provided to support managing and operating the business and