Les changements en contrôle de gestion - quelle nature et quelles finalités?
Abstract(VF)L’objectif de cet article est d’évaluer les changements apportés aux outils de contrôle de gestion des entreprises manufacturières françaises de plus de 100 salariés. Plus particulièrement, cette recherche se focalise sur la fréquence, la nature, la localisation et les finalités de ces changements. Elle se base sur les résultats d’une étude par questionnaire menée auprès de 65 entreprises. Outre l’enrichissement du cadre conceptuel mobilisé qui permet de mieux appréhender l’hétérogénéité des changements en contrôle de gestion, cette recherche identifie les finalités des changements. Elle met en évidence la variabilité de la fréquence des changements selon la localisation et la nature de ceux-ci.(VA)The aim of this article is to appreciate the changes brought to management control systems (MACS) in French manufacturing firms with more than 100 employees. More particularly, the focus is on the frequency, nature, location and purpose of such change. In addition to enhancing the literature with a conceptual framework that may advance our understanding of the heterogeneity of management accounting and control systems change, this article identifies the purpose of change by examining its nature and location simultaneously. It highlights the variability of change frequency depending on its location and nature.
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Bibliographic InfoArticle provided by revues.org in its journal Revue Finance Contrôle Stratégie.
Volume (Year): 13 (2010)
Issue (Month): 1 (March)
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Web page: http://www.revues.org/
Find related papers by JEL classification:
- M41 - Business Administration and Business Economics; Marketing; Accounting - - Accounting - - - Accounting
- M49 - Business Administration and Business Economics; Marketing; Accounting - - Accounting - - - Other
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