scholarly journals The Role of Use of Management Control Systems in the Relationship between Entrepreneurship and Organizational Performance

2015 ◽  
Vol null (61) ◽  
pp. 101-128
Author(s):  
Pyo, Choon Mi ◽  
신성호
Keyword(s):  
Organizational Performance ◽  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
The Relationship

scholarly journals The Role Of Agility In The Relationship Between Use Of Management Control Systems And Organizational Performance: Evidence From Korea And Japan

2017 ◽  
Vol 33 (3) ◽  
pp. 521-538 ◽  
Author(s):  
Sangwan Lee ◽  
Dasom Lee
Keyword(s):  
Organizational Performance ◽  
Control Systems ◽  
Structural Equation ◽  
Management Control ◽  
Management Control Systems ◽  
Manufacturing Companies ◽  
Organizational Capability ◽  
Diagnostic Use ◽  
The Relationship

This study investigates the role of agility in the relationship between use of management control systems (MCS) and organizational performance by proffering the association of agility, use of MCS, and organizational performance. Using survey data collected from 185 large Korean and Japanese manufacturing companies, we analyze proposing relationships with partial least squares (PLS) structural equation approach. The result shows that diagnostic use of MCS shows no significant relationship with agility, while interactive use of MCS is positively associated with agility. Agility positively affects organizational performance, which implies that characteristics of agility are necessary to overwhelm rivals under rapidly changing environment. This study is one of the first studies that empirically examine the role of agility as an organizational capability in the relationship between MCS and organizational performance with data collected from two different countries. 

scholarly journals Family Management and Firm Performance in Family SMEs: The Mediating Roles of Management Control Systems and Technological Innovation

2019 ◽  
Vol 11 (14) ◽  
pp. 3805 ◽  
Author(s):  
Daniel Ruiz-Palomo ◽  
Julio Diéguez-Soto ◽  
Antonio Duréndez ◽  
José António C. Santos
Keyword(s):  
Firm Performance ◽  
Control Systems ◽  
Technological Innovation ◽  
Management Control ◽  
Management Control Systems ◽  
Family Management ◽  
Mediating Role ◽  
Family Smes ◽  
The Relationship

The aim of this research is to analyze the mediating role of the use of management control systems (MCS) and the achievement of technological innovation (TI) in the relationship between family management and firm performance in family small and medium-sized enterprises (SMEs). A questionnaire was conducted by 617 managers of family SMEs in Spain, and our model was tested using partial least squares. Our findings show that both MCS and TI play crucial mediating roles in the understanding of the relationship between family management and firm performance. As a result, family-managed firms that utilize MCS and produce TI are much more likely to generate better performance. These results encourage family managers to use formal MCS because in that way they will contribute to obtaining better firm performance, directly and indirectly through TI. We focus on private family SMEs, because these specific firms contribute significantly to the economies worldwide. This paper contributes to resolve the controversy regarding the relationship between family management and firm performance introducing MCS and TI as mediating factors.

scholarly journals Role of Management Control Systems in Quality, Innovation and Organizational Performance in Portugal SMES Companies

2018 ◽  
Vol 15 (02) ◽  
pp. 1850014 ◽  
Author(s):  
Marina Godinho Antunes ◽  
Joaquín Texeira Quirós ◽  
Maria do Rosáirio Texeira Fernandes Justino
Keyword(s):  
Organizational Performance ◽  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
Financial Indicators ◽  
Total Quality ◽  
Online Questionnaire ◽  
Multivariate Statistical ◽  
Innovation Strategies

The purpose of this research is to analyze the relationship between management control systems, total quality management (TQM) and innovation, and also the effects of management control systems in the organizational performance. The research was developed based on a conceptual model designed to analyze these dimensions. The data were obtained through an online questionnaire, sent to small and medium-sized Portuguese companies, having been conducted the study based on responses received from 287 valid questionnaires, and using a multivariate statistical analysis for the statistical development. The findings indicate that non-financial indicators provide innovation strategies of products and processes. However, the financial indicators only provide the innovation strategies of processes. It is also verified that only non-financial indicators provide equally the implementation of TQM practices. The results also show that financial indicators only provide an improvement in the financial results of the organization, while the non-financial indicators also improve its operational performance.

scholarly journals Integrating environmental management control systems to translate environmental strategy into managerial performance

2019 ◽  
Vol 15 (4) ◽  
pp. 626-653 ◽  
Author(s):  
Peter G. Rötzel ◽  
Alexander Stehle ◽  
Burkhard Pedell ◽  
Katrin Hummel
Keyword(s):  
Environmental Management ◽  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
Organizational Level ◽  
Environmental Strategy ◽  
Managerial Performance ◽  
Content Type ◽  
The Relationship

Purpose This study aims to investigate the role of environmental management control systems as mechanisms to translate environmental strategy into environmental managerial performance. Design/methodology/approach Based on survey data from 218 firms, the authors test a structural equation model. Findings The results show that environmental management control systems mediate the relationship between environmental strategy and environmental managerial performance. Moreover, the level of integration between regular and environmental management control systems significantly impacts the relationship between environmental management control systems and environmental managerial performance. Therefore, environmental management control systems are important mechanisms to translate environmental strategy into managerial performance, and a high level of integration can reinforce this role. Research limitations/implications The typical shortcomings of survey-based research apply to this study. Originality/value While previous research focuses primarily on environmental performance at the organizational level, this study addresses individual managerial performance with regard to environmental outcomes. In addition, the authors investigate how the level of integration between regular and environmental management control systems influences the relationship between environmental strategy and environmental managerial performance as well as the mediating role of environmental management control systems.

The Structural Effects of Quality Management Control Systems on Organizational Performance

2015 ◽  
pp. 389-406
Author(s):  
Zulnaidi Yaacob
Keyword(s):  
Quality Management ◽  
Organizational Performance ◽  
Control Systems ◽  
Employee Satisfaction ◽  
Computer Software ◽  
Cost Benefit ◽  
Management Control ◽  
Management Control Systems ◽  
And Performance ◽  
The Relationship

This chapter discusses the results of an investigation into the effects of control systems on organizational performance within the context of Quality Management (QM). Data were collected using questionnaires from 205 managers within local authority organizations in Malaysia. Respondents were selected using stratified random sampling, and the data was analyzed using two computer software programs: SPSS and AMOS. The findings demonstrate the existence of a significant effect for Quality Management Control Systems (QMCS) on employee satisfaction, innovation, and cost benefit. Although the direct effect of QMCS on customer satisfaction was insignificant, this relationship was mediated by the dimensions of employee satisfaction and cost benefit. In summary, this chapter provides evidence for the significant role performed by control systems as a source for performance improvement within QM-organizations. In addition, this study reveals that the relationship between control systems and performance is not a simple and direct relationship but rather a structural relationship.

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