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Une typologie des tableaux de bord implantés dans les petites et moyennes entreprises

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  • Christophe Germain

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    (Audencia Recherche - Audencia)

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    Abstract

    Toutes approches confondues, un type idéal de tableau de bord incorporant des indicateurs physiques et centré sur le pilotage de la performance émerge aujourd'hui de la littérature. La question se pose de savoir si cette conception "idéale" développée au sein du champ académique est adoptée par les entreprises et plus particulièrement par les PME. Les résultats d'une enquête réalisée auprès de 83 entreprises et l'analyse de six cas montrent que les pratiques de tableaux de bord des PME se rapportent globalement à quatre types d'instrument. Deux d'entre eux seulement peuvent être qualifiés d'outils de pilotage.

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    File URL: http://hal.archives-ouvertes.fr/docs/00/76/42/27/PDF/Germain_Finance_Controle_Strategie_2005.pdf
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    Bibliographic Info

    Paper provided by HAL in its series Post-Print with number hal-00764227.

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    Date of creation: 2005
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    Publication status: Published, Finance Contrôle Stratégie, 2005, 8, 3, 125-143
    Handle: RePEc:hal:journl:hal-00764227

    Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00764227
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    Web page: http://hal.archives-ouvertes.fr/

    Related research

    Keywords: Indicateurs ; Tableaux de bord ; Outils de pilotage ; Reporting ; PME;

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    Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    1. Christophe Germain, 2004. "La contingence des systèmes de mesure de la performance : les résultats d’une recherche empirique sur le secteur des PME," Revue Finance Contrôle Stratégie, revues.org, vol. 7(1), pages 33-52, March.
    2. Christophe Germain, 2004. "La contingence des systèmes de mesure de la performance : les résultats d'une recherche empirique sur le secteur des PME," Post-Print hal-00765242, HAL.
    3. Epstein, Marc & Manzoni, Jean-François, 1998. "Implementing corporate strategy:: From Tableaux de Bord to balanced scorecards," European Management Journal, Elsevier, vol. 16(2), pages 190-203, April.
    4. Argyris, Chris, 1990. "The dilemma of implementing controls: The case of managerial accounting," Accounting, Organizations and Society, Elsevier, vol. 15(6), pages 503-511.
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    Cited by:
    1. Elisabeth CALLANDRET-BIGOT & Dominique BONET & Jean-Louis GALLIAN, 2014. "Contrôle de Gestion Bancaire : de l’évolution de la fonction et des outils," Working Papers 2014-173, Department of Research, Ipag Business School.
    2. Elisabeth CALLANDRET-BIGOT & Dominique BONET & Jean-Louis GALLIAN, 2014. "Contrôle de Gestion Bancaire : de l’évolution de la fonction et des outils," Working Papers 2014-245, Department of Research, Ipag Business School.
    3. Christophe Germain, 2009. "Les relations entre les budgets et les systèmes de mesure de la performance non financière : une étude empirique," Post-Print hal-00771089, HAL.

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