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Management control in local public administrations in France, typological construction and organizational determinants, the case of the large intercommunalities

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  • Laurent Lavigne

    (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine)

Abstract

This article is part of the fields of public management and management control. Its objective is to shed light on the management control function in local public administrations. In this perspective, an analysis of the role of the territorial management controller based on academic literature and previous research is presented. Then, a quantitative empirical study on management control in major intermunicipal entities is presented: it identifies four types of territorial management controller, namely the strategist, partner, advisor and analyst. The role of each type of territorial management controller is then specified, this role appearing to be linked in particular to the scope of competences and the number of partners of the intermunicipality in question.

Suggested Citation

  • Laurent Lavigne, 2019. "Management control in local public administrations in France, typological construction and organizational determinants, the case of the large intercommunalities," Post-Print hal-02528073, HAL.
    • Handle: RePEc:hal:journl:hal-02528073
    DOI: 10.1007/s11115-019-00457-1
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    Cited by:

    1. Felício, Teresa & Samagaio, António & Rodrigues, Ricardo, 2021. "Adoption of management control systems and performance in public sector organizations," Journal of Business Research, Elsevier, vol. 124(C), pages 593-602.
    2. Klayson Sesana Bonatto & Fábio Yoshio Suguri Motoki & João Eudes Bezerra Filho & Emerson Wagner Mainardes, 2022. "Social Accountability: E-Monitoring Public Management in an Emerging Economy," Public Organization Review, Springer, vol. 22(1), pages 155-172, March.

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