scholarly journals La influencia de la planificación estratégica y los sistemas de control de gestión sobre el rendimiento de las empresas constructoras: un estudio empírico en España / The Influence of the Strategic Planning and Management Control Systems on Construction Companies Performance: an Empirical Study in Spain

2017 ◽  
Vol 6 (1) ◽  
Author(s):  
José Giménez Sánchez ◽  
Domingo García Pérez de Lema ◽  
Antonia Madrid-Guijarro
Keyword(s):  
Strategic Planning ◽  
Control Systems ◽  
Positive Influence ◽  
Management Control ◽  
Management Control Systems ◽  
Company Performance ◽  
Sustainable Competitive Advantage ◽  
Construction Companies ◽  
Planning And Management ◽  
Advanced Control

ABSTRACTIn this article, we analyse through a sample of 112 companies representing the Spanish construction sector, the relationship between the development of strategic planning and the use of management control systems of the company and its performance. The results show that, traditional and advanced control systems, exert a positive influence on company performance. Therefore, the establishment of control systems was confirmed as a means to obtain a sustainable competitive advantage. Other findings were the positive effect of company size and age in the development of formal strategic planning and management control systems.RESUMENLa importancia de las empresas constructoras para el desarrollo económico y productivo ha suscitado investigaciones en todo el mundo para identificar las herramientas de gestión que favorecen su competitividad. En este artículo se analiza, a través de una muestra de 112 empresas representativas del sector de la construcción español, la relación entre el desarrollo de planificación estratégica y la utilización de sistemas de control de gestión de la empresa y su rendimiento. Los resultados muestran que tanto los sistemas de control tradicionales, como los avanzados ejercen una influencia positiva sobre el rendimiento de la compañía; confirmándose como medio para obtener una ventaja competitiva sostenible. Otros hallazgos son el efecto positivo del tamaño y la edad de la empresa para el desarrollo de planificación estratégica formal y sistemas de control de gestión. Este estudio puede ser de interés para los empresarios y las administraciones públicas.

scholarly journals The diffusion of management control systems in Italy: A comparison between family and non-family firms

2016 ◽  
Vol 13 (4) ◽  
pp. 165-172 ◽  
Author(s):  
Laura Broccardo ◽  
Francesca Culasso ◽  
Elisa Giacosa ◽  
Elisa Truant
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Control Systems ◽  
Family Firms ◽  
Small And Medium Enterprises ◽  
Management Control ◽  
Management Control Systems ◽  
Measurement Systems ◽  
Planning And Management ◽  
Performance Measurement Systems

The current economic crisis has accentuated the purchasing power loss and the decrease of companies’ profitability; so, the strategic planning and management control systems become needful because they provide managers the tools to drive the whole organization towards established goals. For this reason, the research is focused on the use and the diffusion of advanced management control systems within a sample of Italian companies, both family firms (FFs) and non-family firms (NFFs). The research aims at investigating the diffusion of performance measurement systems within the sample of Italian FFs and NFFs and at analysing which kind of advanced managerial tools are more widespread. The research has been conducted using the method of questionnaire in order to photograph the state of the art in a significant number of Italian firms. The expected outcomes are that the most developed strategic planning and management control systems are still not widespread within the sample of small and medium enterprises. In addition, we also suppose that performance measurement systems are more widespread in NFFs than in FFs due to the significant presence of the family in company’s running and a related lower power of managers.

scholarly journals The Mediating Role of Business Strategies between Management Control Systems Package and Firms Stability: Evidence from SMEs in Malaysia

2019 ◽  
Vol 11 (17) ◽  
pp. 4705
Author(s):  
Muhammad Haseeb ◽  
Marcin Lis ◽  
Ilham Haouas ◽  
Leonardus WW Mihardjo
Keyword(s):  
Control Systems ◽  
Structural Equation ◽  
Positive Influence ◽  
Management Control ◽  
Business Strategies ◽  
Management Control Systems ◽  
Equation Modeling ◽  
Model Assessment ◽  
Cost Leadership ◽  
Differentiation Strategy

The aim of the current study was to ascertain the influence of a management control systems (MCS) package on a firm’s sustainability with the help of mediating variables such as differentiation and cost leadership strategy in Malaysian small and medium enterprises (SMEs). Data were collected from managers working in Malaysian SMEs. A total of 384 questionnaires was finally used for analysis using SmartPLS 3.8.2. Area cluster sampling was used for data collection, and seven out of sixteen clusters were selected randomly. These included Selangor, Johor, Kuala Lumpur, Sabah, Penang, Sarawak, and Perak because these seven states cover 73.9% of total SMEs. Structural equation modeling (SEM) was used to test the hypotheses. Confirmatory factor analysis (CFA) was also used to examine the reliability and validity, and structural model assessment was used to test the relationship between variables. Findings revealed that an MCS package had a positive influence on a firm’s sustainability, cost leadership, and differentiation strategy. Moreover, cost leadership and differentiation strategy have a significant and positive influence on a firm’s sustainability. In addition, cost leadership strategies and differentiation strategies significantly mediate between the MCS package and a firm’s sustainability. This research assesses the influence of the MCS package through cost leadership and differentiation strategy on a firm’s sustainability of Malaysian SMEs. It helps top management to focus on the MCS package and business strategies in attaining a firm’s long-term sustainability. Finally, research recommendations discuss that the present study helps future researchers and academicians.

scholarly journals THE IMPACT OF MANAGEMENT CONTROL SYSTEMS (MCS) ON ORGANIZATIONS PERFORMANCE A LITERATURE REVIEW

2018 ◽  
Vol 24 (105) ◽  
pp. 1
Author(s):  
Adnan Alkhafaji ◽  
Hassnain Raghib Talab ◽  
Hakeem Hammood Flayyih ◽  
Noor Abbas Hussein
Keyword(s):  
Literature Review ◽  
Control Systems ◽  
Business Models ◽  
Business Environment ◽  
Management Control ◽  
Management Control Systems ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Global Business ◽  
The Impact

The impact of management control systems (MCS) on organizations performance empirical research has been the subject of numerous studies during the past decade in developed and emerging economies. In the contemporary competitive, complex and changing global business environment, firms are being challenged to adopt business models that enable them to address the strategic uncertainties and risks they face in their business environments. The main issue of this study is that management accounting researchers argue that one of the ways firms can continually rejuvenate themselves to survive and succeed in these complex and uncertain environments is to understand the role of management control systems in Formulating a business strategy in management control systems that yields a sustainable competitive advantage which in turn lead to enhance organizations performance. The purpose of this study is attempting to wading in the literature review related to The impact of management control systems on organizations performance based on 10 articles published in a wide variety of journals. Discuss some methodological issues related to stage in the organizational life cycle and, finally, review the main results related to this topic and provide suggestions for future research Literatures indicate several factors that could possibly influence management control systems and organizations performance. It is worth highlighting the numerous factors as it is possible to conduct the proper orientation of influence of management control systems on performance.

scholarly journals The Influence of Integrated Reporting on Management Control Systems: A Case Study

2018 ◽  
Vol 13 (7) ◽  
pp. 19 ◽  
Author(s):  
Maria Serena Chiucchi ◽  
Marco Montemari ◽  
Marco Gatti
Keyword(s):  
Control System ◽  
Control Systems ◽  
Implementation Process ◽  
Case Analysis ◽  
Management Control ◽  
Management Control Systems ◽  
Company Performance ◽  
Integrated Reporting ◽  
Managerial Decision

The purpose of this paper is to investigate how Integrated Reporting can influence Management Control Systems (MCSs). To this aim, the paper presents a case study of a company which designed and implemented an Integrated Report (IR) that was used as a tool for communicating the company performance to the entrepreneur and as a tool for enriching the company MCS to visualize and measure the overall company performance. The case analysis shows that Integrated Reporting improves the measurement focus of the MCS thanks to the role played by the company’s Business Model (BM) throughout the IR development and to the process adopted to map the BM itself. The BM mapping process was highly iterative and allowed for a better understanding of the items affecting the value creation process and of their interconnections, thus directing the MCS to what really deserved to be measured. Strategic discussion around the BM also entailed an evolution of the control system, which became a strategic control system, able to support the discussion and the creation of new strategies. Moreover, the BM ensured a high level of integration and consistency between departmental reports and the company IR, on the one hand, and among the departmental reports themselves, on the other hand. In addition, the case analysis shows that financial indicators risk becoming “phagocytized” by non-financial ones and that the implementation process of the IR can lead to a heavier workload for the Management Control Department to provide for the non-financial aspects of performance. Finally, the case analysis shows that the Integrated Reporting visual representation and its underlying logic may not work if the tool is used for managerial decision making. While the guiding principles of Integrated Reporting were accepted by the company’s actors, the Integrated Reporting representation model based on the logic inputs-BM-outputs-outcomes was criticized as it was considered too complex and not able to represent the company’s integrated performance, reflecting instead a series of disconnected and disjointed individual performances. The critiques of this model were so sharp that they resulted in a change to its logic and the adoption of a different model, namely that of cause-and-effect relationships.

scholarly journals Management control systems and performance in small and medium family firms

2016 ◽  
Vol 6 (1) ◽  
Author(s):  
Antonio Duréndez Gómez-Guillamón ◽  
Daniel Ruíz-Palomo ◽  
Domingo García-Pérez-de-Lema ◽  
Julio Diéguez-Soto
Keyword(s):  
Control Systems ◽  
Business Performance ◽  
Family Firms ◽  
Positive Influence ◽  
Family Businesses ◽  
Management Control ◽  
Family Influence ◽  
Management Control Systems ◽  
And Performance ◽  
The Relationship

The purpose of this paper is to analyze whether family influence impacts on the degree of utilization of the management control systems (MCS), and the relationship between the former and performance. To this end, this study was carried out using a sample of 900 Spanish SMEs, both family and non-family businesses. The findings show that family businesses use less management control systems than non-family firms and that the use of MCS has a positive influence on business performance. This study is useful for firm managers and practitioners as it can encourage them to develop systems that allow control of the firm direction and improve the firm's competitiveness.

scholarly journals Adopting management control systems through CSR strategic integration and investigating its impact on company performance: evidence from Indonesia

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Esti Dwi Rinawiyanti ◽  
Xueli Huang ◽  
Sharif As-Saber
Keyword(s):  
Financial Performance ◽  
Control Systems ◽  
Management Control ◽  
Superior Performance ◽  
Management Control Systems ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Content Type ◽  
Strategic Integration ◽  
The Impact

Purpose This paper aims to investigate the extent to which the management control systems (MCS) adoption in corporate social responsibility (CSR) integration into business strategy has an impact on companies’ performance. Design/methodology/approach Using a sample of 435 Indonesian manufacturing companies, partial least squares structural equation modelling was used to investigate the impact of CSR strategic integration on companies’ performance based on the contingency and stakeholder theories. Findings The findings reveal CSR strategic integration has a positive and significant impact on companies’ performance, including employee, operating and financial performance and the company size can positively moderate the impact of this integration on both its operating and financial performance. Practical implications The findings can encourage managers to adopt MCS by undertaking CSR at the strategic level, resulting in superior performance, both socially and financially. Social implications Employee performance and operating performance can significantly mediate the effect of strategic integration on financial performance. Originality/value The paper suggests that adopting MCS through CSR strategic integration could improve company performance socially and financially. This is the very first study on this issue from an Indonesian perspective.

scholarly journals The effect of diagnostic and interactive uses of management control systems and managerial coaching on reflection in teams

2017 ◽  
Vol 13 (3) ◽  
pp. 410-424 ◽  
Author(s):  
Makoto Matsuo ◽  
Takami Matsuo
Keyword(s):  
Control Systems ◽  
Critical Reflection ◽  
Team Learning ◽  
Positive Influence ◽  
Management Control ◽  
Management Style ◽  
Management Control Systems ◽  
Managerial Coaching ◽  
Content Type ◽  
Automotive Supplier

Purpose The purpose of this study was to investigate the effects of managerial coaching, as well as interactive and diagnostic uses of management control systems (MCS), on reflection and critical reflection, which are important for team learning. Design/methodology/approach Data were collected using a questionnaire survey. Hierarchical regression analyses were performed to test hypotheses using data from 235 employees in 50 teams from a Japanese automotive supplier. Findings The results indicated that: MCS used interactively have a positive influence on critical reflection in teams; MCS used diagnostically have no significant effect on reflection or critical reflection in teams; and managerial coaching has a positive influence on team reflection. Research limitations/implications These findings suggest that the interactive use of MCS should be combined with managerial coaching in promoting reflection and critical reflection within teams. Because this study used data from employees of a Japanese automotive supplier, the results may have been influenced by the Japanese management style. Practical implications Organizations need to implement interactive MCS at the team level, while coaching programs should be provided for managers to enhance team learning. Originality/value This study extends the existing literature by examining the effect of MCS at the team level, and identifying that managerial coaching plays a complementary role, supporting the interactive use of MCS in promoting reflection within a team.

scholarly journals Concept of Accounting Information System and Management Control System to Improve Company Performance

2019 ◽  
Vol 2 (1) ◽  
pp. 82-92
Author(s):  
Fella Yunita Fitriyani
Keyword(s):  
Decision Making ◽  
Information System ◽  
Control Systems ◽  
Accounting Information ◽  
Management Control ◽  
Management Control Systems ◽  
Company Performance ◽  
Management Control System ◽  
Accounting Information System ◽  
Accounting Information Systems

Accounting information systems (AIS) are collections of activities from organizations that are responsible for providing financial information obtained from data transactions for computer-based reporting purposes. So an accounting information system (AIS) is part of a Management Information System (MIS) that is responsible for financial statements and data transactions. Whereas the Management Control System (MCS) is a system used by management including methods, procedures, and strategies to collect, analyze information, evaluate and use it, as well as other actions to exercise control. The explanation above shows that information (accounting information and additional information) is needed by management to control in the company. This study provides a concept regarding Accounting Information Systems, Management Control Systems, and Company Performance. When the management control process is right, then the company's performance in increasing management control systems can provide information in an adequate communication structure so that it can be used as a basis for decision making. Decision making supported by accurate information makes the performance of unit managers able to take anticipatory steps and improve operational efficiency and effectiveness so that the performance of unit managers will be improved.

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