The Effect of Management Control Systems and Practices on Product Innovation: Literature Review

2019 ◽  
Author(s):  
Amr Abdallah ◽  
Ahmed Farghaly ◽  
Ahmed el Sebaay
Keyword(s):  
Literature Review ◽  
Control Systems ◽  
Product Innovation ◽  
Management Control ◽  
Management Control Systems

scholarly journals Intellectual capital management control systems

2020 ◽  
Author(s):  
Lidia Galabova ◽  
Mina Daskalova
Keyword(s):  
Literature Review ◽  
Control Systems ◽  
Intellectual Capital ◽  
Management Practice ◽  
Management Control ◽  
Management Control Systems ◽  
Relational Capital ◽  
Organisational Performance ◽  
Intellectual Capital Management ◽  
Organisational Strategy

Management control systems (MCS) are formal, information-based routines and procedures (Simon,1995) applied in strategic management practice. They are developed to help management balance thetension between organisational strategy and human behaviour. However, recent studies (Galabova, 2011;2014) have shown that along with tangible, intangible assets impact on organisational performance. Theaim of the paper is to propose a theoretical framework on how intangibles, and more specifically intellectualcapital elements: human, structural and relational capital can be embedded as a part of a contemporary managementcontrol system. To examine these, we present a literature review together with data from formerempirical studies. The paper will present a conceptual model on how human, structural and organisationalcapital could be monitored and controlled as an important part of MCSs.

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 Management control systems, culture, and upper echelons – a systematic literature review on their interactions

2017 ◽  
Vol 14 (2) ◽  
pp. 312-325
Author(s):  
Christian Vium Andersen ◽  
Rainer Lueg
Keyword(s):  
Literature Review ◽  
Control Systems ◽  
National Culture ◽  
Corporate Culture ◽  
Systematic Literature Review ◽  
Empirical Studies ◽  
Management Control ◽  
Management Control Systems ◽  
Upper Echelon ◽  
Upper Echelon Theory

This systematic literature review of 99 empirical studies, between 1926 and 2016, synthesizes evidence on the interaction of management control systems (MCS) with both national culture and corporate culture. We cast our net widely by considering MCS as a package in relation to macro (national), meso (organizational) and micro culture (upper echelon theory). The literature reviewed suggests that evidence on the interaction of culture and MCS is highly fragmented, and only some authors find that culture matters for MCS. The main reason for these inconsistent findings is that studies investigating organizational MCS tend to focus only on one aspect of culture (macro, meso, or micro). This impairs a comprehensive understanding of the MCS-culture relationship. Our main insight is that culture affects MCS, provided that culture is considered as a multi-layered phenomenon that combines internal aspects of culture – e.g., upper echelon theory – with external aspects of culture, e.g., national culture. The contemporary literature mostly limits itself to discussing whether national culture matters for MCS. Hence, this focus is slightly misguided. Future studies should rather inquire which aspects of culture interacts with MCS across varying contexts.

scholarly journals Banks’ risk culture and management control systems: A systematic literature review

2021 ◽  
Author(s):  
Jennifer Kunz ◽  
Mathias Heitz
Keyword(s):  
Literature Review ◽  
Control Systems ◽  
Systematic Literature Review ◽  
Business Practice ◽  
Management Control ◽  
Management Control Systems ◽  
Comprehensive Model ◽  
Control Research ◽  
Management Controls ◽  
Risk Culture

AbstractOver ten years of a debate about the best ways to make banks safer have led to the conclusion that improving their risk culture is one venue to achieve this goal. Consequently, different disciplines discuss topics related to risk culture from varying methodological angles. This effort of many scholars provides a rich basis of theoretical and empirical evidence to guide business practice and improve regulation. However, the application of many approaches and methods can result in fragmentation and loss of a comprehensive perspective. This paper strives to counteract this fragmentation by providing a comprehensive perspective focusing particularly on the embeddedness of risk culture into banks’ management control systems. In order to achieve this goal, we apply a systematic literature review and interpret the identified findings through the theoretical lens of management control research. This review identifies 103 articles, which can be structured along three categories: Assessment of risk culture, relation between risk culture and management controls (with the subcategories embeddedness of risk culture in overall management control packages, risk culture and cultural controls, risk culture and action controls, risk culture and results controls, as well as risk culture and personnel controls) and development of banks’ risk culture over time. Along these categories the identified findings are interpreted and synthesized to a comprehensive model and consequences for theory, business practice and regulation are derived.

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