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Chaminda Wijethilake

  • Title: Mr
  • Position: PhD Student - Department of Accounting and Corporate Governance

Contact Details

Education

  •  Master of Business Administration in Strategic Management: (Institute of International Management & Business Administration, College of Management, National Cheng Kung University)
  • Bachelor of Commerce in Management: (Department of Management Studies, Faculty of Arts, University of Peradeniya)

Publications

journal toggle icon open Refereed Journal Articles

  • Wijethilake, Chaminda, Ekanayake, Athula. & Perera, Sujatha, (2015), Board involvement in corporate performance: Evidence from a developing country, Journal of Accounting in Emerging Economies, Volume 5, Issue 3. pp. 1-20.

conference toggle icon open Conferences and Presentations

  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2015), What matters between sustainability capabilities and sustainable competitive advantages: The role of management control systems, Emerging Scholars' Colloquium, Interdisciplinary Perspectives on Accounting Conference (IPA-2015), Stockholm, Sweden.
  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2015), Sustainability capabilities and sustainable competitive advantages: The role of management control systems, Meditari Accountancy Research European Conference on Current Issues in Social, Environmental and Gender Accounting, Forli, Italy.
  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2015), The relationship between sustainability strategy and corporate sustainability: Examining the role of management control systems, Monash Forum for Management Accounting Research (MONFORMA-2015), Melbourne, Australia.
  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2015), The relationship between sustainability strategy and sustainability performance: Examining the role of management control systems, 2015 Global Conference of Environmental and Sustainability Management Accounting Network conference on advancing the sustainability management accounting in the Asia Pacific region (EMAN-2015), Colombo, Sri Lanka.
  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2014), The role of management control systems in sustainability: A case study from a developing economy, Critical Perspectives on Accounting Conference (CPA-2014), Toronto, Canada.
  • Wijethilake, Chaminda. Munir, Rahat. & Appuhami, Ranjith (2014), Towards the sustainability embedded management control systems, Emerging Scholars' Forum, Global Management Accounting Research Symposium (GMARS-2014), Sydney, Australia.
  • Wijethilake, Chaminda, Munir, Rahat. & Appuhami, Ranjith (2014), Strategic responses to institutional pressures for sustainability: The role of management control systems, 17th Environmental Management Accounting Network (EMAN-2014) Conference: From Sustainability Reporting to Sustainability Management Control, Rotterdam, The Netherlands.
  • Wijethilake, Chaminda. & Lin, Hao-Chieh. (2013), Boardroom communication and firm performance: The roles of CEO leadership and board monitoring, 2nd International Conference on Management and Economics (ICME-2013), Matara, Sri Lanka.
  • Wijethilake, Chaminda. & Watthuhewa, Imendra. (2012), Institutional and legitimate influence on shareholder protection and financial service quality: A cross-country analysis, International Conference on Public Policy and Governance (PPG-2012), Bangalore, India.
  • Wijethilake, Chaminda. & Watthuhewa, Imendra. (2012), What determines the quality of a country's financial authenticity: Examining the impact of foreign and domestic market size, International Symposium on Ensuring National Security Through Reconciliation and Sustainable Development, Ratmalana, Sri Lanka.
  • Wijethilake, Chaminda. & Ekanayake, Athula. (2012), Board involvements and firm performance: Evidence from Sri Lanka, 6th International Management Accounting Conference (IMAC-2012), Kuala Lumpur, Malaysia.
  • Lin, Hao-Chieh. & Wijethunga, Chaminda. (2011), What matters between the CEO duality and firm performance: Moderating roles of CEO informal power and board involvements, Academy of Management Annual Meeting (AOM), San-Antonio, USA.
  • Lin, Hao-Chieh. & Wijethunga, Chaminda. (2010), CEO duality and firm performance, The Sixth International Academic Conference on Organizational Behavior and Human Resource Management, Chia-Yi, Taiwan.

Student information

  • Load: PhD Student Full Time
  • Principal supervisor:

    Dr Rahat Munir

  • Associate supervisor:

    DrRanjith Appuhami

  • Date of submission: 03/12/2016
  • Thesis title: Towards the Sustainability Embedded Management Control Systems
  • Abstract:

    This study aims to provide insights on the role of management control systems (MCS) in sustainability as a means of achieving sustainable competitive advantages. The study identifies the role of MCS in sustainability in two ways: (i) how the MCS are influenced by different sustainability actions, and (ii) what is the role of MCS in the implementation of sustainability strategies and capabilities. Sustainability actions may influence MCS in terms of institutional pressures for sustainability and sustainability driven strategies. The impact of different uses of MCS on sustainability strategies and capabilities is determined by the organisational orientations to use MCS in terms of positive and negative controls. Accordingly, the study develops three research projects in order to understand the role of MCS in sustainability as a means of achieving sustainable competitive advantages. The aim of the first project is to examine how organisations, strategically and rationally, determine sustainability embedded management control systems (SEMCS) as a mechanism of responding to institutional pressures for sustainability. The second project aims (i) to examine whether MCS enable sustainability driven strategies, (ii) to reveal the moderating role of stakeholder pressures on sustainability driven strategies, and (iii) to evaluate the impact of sustainability led MCS on corporate sustainability. The purpose of the third project is to investigate the use of MCS in implementing dynamic sustainability capabilities in order to achieve sustainable competitive advantages through corporate sustainability. The project one employs case study research methods while the project two and three are based on quantitative research methods.