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La satisfaction des utilisateurs du contrôle de gestion et leur performance managériale

  • Armelle Godener


    (GDF - Gestion, Droit et Finance - Grenoble École de Management (GEM))

  • Marianela Fornerino


    (MKT - Marketing - Grenoble École de Management (GEM))

  • Daniel Ray

    (MKT - Marketing - Grenoble École de Management (GEM))

Registered author(s):

    First, this paper aims at demonstrating that the “non opportunistic managers' satisfaction towards management control” explains managerial performance. Second, it aims at determining some control levels that management accountants may work on to optimize this satisfaction. To test the model, data was collected through a questionnaire filled in by 185 managers of different companies; the structural equations methodology has been used. Results validate the model and open interesting research possibilities, notably for behavioural models in management control. Besides, this research helps management accountants to better know qualities of the management control process that optimise managerial performance.

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    Paper provided by HAL in its series Grenoble Ecole de Management (Post-Print) with number halshs-00525349.

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    Date of creation: May 2008
    Date of revision:
    Publication status: Published in LA COMPTABILITE, LE CONTRÔLE ET L'AUDIT ENTRE CHANGEMENT ET STABILITE, May 2008, France. pp.CD Rom, 2008
    Handle: RePEc:hal:gemptp:halshs-00525349
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    1. Kald, Magnus & Nilsson, Fredrik, 2000. "Performance measurement at Nordic companies," European Management Journal, Elsevier, vol. 18(1), pages 113-127, February.
    2. Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer, vol. 16(3), pages 297-334, September.
    3. Sunder Kekre & Mayuram S. Krishnan & Kannan Srinivasan, 1995. "Drivers of Customer Satisfaction for Software Products: Implications for Design and Service Support," Management Science, INFORMS, vol. 41(9), pages 1456-1470, September.
    4. Norreklit, Hanne, 2003. "The Balanced Scorecard: what is the score? A rhetorical analysis of the Balanced Scorecard," Accounting, Organizations and Society, Elsevier, vol. 28(6), pages 591-619, August.
    5. Merchant, Kenneth A., 1984. "Influences on departmental budgeting: an empirical examination of a contingency model," Accounting, Organizations and Society, Elsevier, vol. 9(3-4), pages 291-307, October.
    6. Hugues, JORDAN, 1998. "Planification et contrôle de gestion en France en 1998," Les Cahiers de Recherche 644, HEC Paris.
    7. Nouri, H. & Parker, R. J., 1998. "The relationship between budget participation and job performance: The roles of budget adequacy and organizational commitment," Accounting, Organizations and Society, Elsevier, vol. 23(5-6), pages 467-483.
    8. Hartmann, Frank G. H., 2000. "The appropriateness of RAPM: toward the further development of theory," Accounting, Organizations and Society, Elsevier, vol. 25(4-5), pages 451-482, May.
    9. Simons, Robert, 1990. "The role of management control systems in creating competitive advantage: New perspectives," Accounting, Organizations and Society, Elsevier, vol. 15(1-2), pages 127-143.
    10. Merchant, Kenneth A., 1985. "Budgeting and the propensity to create budgetary slack," Accounting, Organizations and Society, Elsevier, vol. 10(2), pages 201-210, April.
    11. Otley, David & Fakiolas, Alexander, 2000. "Reliance on accounting performance measures: dead end or new beginning?," Accounting, Organizations and Society, Elsevier, vol. 25(4-5), pages 497-510, May.
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