MANAGEMENT CONTROL SYSTEM IN SMEs AND THEIR POTENTIAL FOR STRATEGIC LEARNING. CASE STUDY OF ARGENTINIAN FAMILY COMPANIES
DOI:
https://doi.org/10.51720/mcr.v6i2.4933Keywords:
management control, SME, family business, strategyAbstract
In recent years, the literature on managerial control incorporated the traditional perspective of providing formally and financially quantifiable information, non-financial measures and informal controls, interested in understanding how they are used in different organizational types. The study examines the degree of adoption and formality of Management Control System instruments (MCS) in family SMEs that can promote organizational learning for continuity. It is supported using the framework by Malmi & Brown (2008), which conceives the MCS as a package consisting of formal and informal controls, complemented with the control levers proposal by Simons (1995). Under a qualitative multi-case methodology, argentinian car dealership companies that underwent changes in management accounting induced by demands of their terminals were analyzed. It was observed that they prioritize short-term planning, with a tactical approach. They frequently use cultural and administrative controls, advancing in cyber cost controls and indicators with different degrees of formalization and isoformism. Reward controls are not used. The MCS is used as a diagnostic control and incipiently as an interactive control, affecting the renewal of strategies and long-term viability.Downloads
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