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The localisation of a global management control system

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  • Cruz, Inês
  • Scapens, Robert W.
  • Major, Maria

Abstract

This study examines how the management control system designed at the head office of an increasingly globalised hotel chain was enacted within one of its sub-units; a joint venture operating in the hospitality industry in Portugal. We found that the practices which comprised the global management control system were reproduced within this joint venture. Yet, at the same time, its managers made the global system ‘work’ for them, thereby producing variety. Albeit our findings are in line with Barrett, Cooper, and Jamal’s (2005) study, which was inspired by Giddens (1990, 1991), we interpret them somewhat differently as we draw on the work of Robertson (1992, 1995). We view localisation as a process through which heterogeneous practices can emerge to facilitate the homogenising tendencies of globalisation by complementing, rather than undermining or opposing, it. As a result, the local can differentiate itself from the global. Also, by linking our findings to the notion of situated functionality in Ahrens and Chapman (2007), we argue that this heterogeneity can be produced when organisational members, whatever their level in the organisation, seek to achieve both the corporate and their own specific objectives.

Suggested Citation

  • Cruz, Inês & Scapens, Robert W. & Major, Maria, 2011. "The localisation of a global management control system," Accounting, Organizations and Society, Elsevier, vol. 36(7), pages 412-427.
    • Handle: RePEc:eee:aosoci:v:36:y:2011:i:7:p:412-427
    DOI: 10.1016/j.aos.2011.08.001
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    References listed on IDEAS

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    1. Chua, Wai Fong, 2007. "Accounting, measuring, reporting and strategizing - Re-using verbs: A review essay," Accounting, Organizations and Society, Elsevier, vol. 32(4-5), pages 487-494.
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    2. Norma Pontet Ubal, 2016. "Cost Accounting Systems and Institutional Theory: Analysis in a Uruguayan Terminal Port," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 7(5), pages 249-263.
    3. David J. Cooper & Mahmoud Ezzamel & Keith Robson, 2019. "The Multiplicity of Performance Management Systems: Heterogeneity in Multinational Corporations and Management Sense‐Making," Contemporary Accounting Research, John Wiley & Sons, vol. 36(1), pages 451-485, March.
    4. Stergiou, Konstantinos & Ashraf, Junaid & Uddin, Shahzad, 2013. "The role of structure and agency in management accounting control change of a family owned firm: A Greek case study," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 24(1), pages 62-73.
    5. Alawattage, Chandana & Fernando, Susith, 2017. "Postcoloniality in corporate social and environmental accountability," Accounting, Organizations and Society, Elsevier, vol. 60(C), pages 1-20.
    6. Ulf Diefenbach & Andreas Wald & Ronald Gleich, 2018. "Between cost and benefit: investigating effects of cost management control systems on cost efficiency and organisational performance," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 29(1), pages 63-89, March.
    7. Goretzki, Lukas & Messner, Martin, 2019. "Backstage and frontstage interactions in management accountants' identity work," Accounting, Organizations and Society, Elsevier, vol. 74(C), pages 1-20.

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