Pratiques Du Contrôle De Gestion Dans Les Petites Entreprises Agroalimentaires Marocaines : Cas De La Région De Béni Mellal-Khénifra.
Keywords:
management control practices, small agribusinesses, traditional norms
Abstract
Our work aims to study management control practices (MCP) in small agribusinesses (SA) in the Beni Mellal-Khénifra region. Semi-structured interviews, observations and document analysis were used to collect the data. The owners and executives of the production units surveyed were interviewed. The findings of the study show that the management control practices of these companies are strongly affected by the traditional cultural norms of Moroccan society. Predominant management control practices include "power sharing among family members", Paternal governance, verbal communication, clan selection of employees, friendly and horizontal relationships. These practices have often favored centralized decision-making processes in all aspects of the operations of these companies. These results call for new research of the same nature to explain the relationship between these practices and the financial performance of these companies.
Downloads
How to Cite
References
Margaret Abernethy, Peter Brownell (1997) Management control systems in research and development organizations: The role of accounting, behavior and personnel controls. 22(3-4), 233-248.
M Acquaah (2013) Management control systems, business strategy and performance: A comparative analysis of family and non-family businesses in a transition economy in sub-Saharan Africa. 131-146.
Boniface Bampoky, François Meyssonnier (2012) L'instrumentation du contrôle de gestion dans les entreprises au Sénégal. N° 92(5), 59-80.
Antonio Duréndez, Daniel Ruíz-Palomo, Domingo García-Pérez-De-Lema, Julio Diéguez-Soto (2016) Management control systems and performance in small and medium family firms. 6(1), 10-20.
Aldónio Ferreira, David Otley (2009) The design and use of performance management systems: An extended framework for analysis. 20(4), 263-282.
Eric Flamholtz, T Das, Anne Tsui (1985) Toward an integrative framework of organizational control. 10(1), 35-50.
D Gibbs, A Merchant, A Van-Der-Stede, E Vargus (2004) Determinants and effects of subjectivity in incentives. 409.
B Hared, A Zarifah, S Huque (2014) Management control practices in Somalia's traditional clannish. 415-420.
G Johnson, K Scholes, R Whittington (2005) Exploring Corporate Strategy: Strategy: Text and Cases.
Caroline Lambert, Samuel Sponem (2009) La fonction contrôle de gestion : proposition d'une typologie. Tome 15(2), 113-144.
Teemu Malmi, David Brown (2008) Management control systems as a package-Opportunities, challenges and research directions. 19(4), 287-300.
Dagobert Ngongang, J Noumouen Njojo (2018) Le financement du haut de bilan dans les PME camerounaises et tchadiennes. Numéro 15-16(1), 45-80.
S Nuraddeen, M Che Zuriana, M Rapiah (2014) The Mediating Role of Management Control System in the Relationship between Corporate Governance and the Performance of Bailed-out Banks in Nigeria. 613-620.
William Ouchi (1979) A Conceptual Framework for the Design of Organizational Control Mechanisms. 25(9), 833-848.
Joanna Overall, Paul Tapsell, Christine Woods (2010) Governance and indigenous social entrepreneurship: when context counts. 6(2), 146-161.
E Schein (1997) Organizational culture and leadership.
R Simons (1995) Levers of Control.
S Uddin, I Noormansyah, M Tsamenyi (2008) Management controls in family-owned businesses: a case study of an Indonesian family owned university. 32.
Published
2020-02-22
Issue
Section
License
Copyright (c) 2020 Authors and Global Journals Private Limited

This work is licensed under a Creative Commons Attribution 4.0 International License.