 Rethinking Managerial Control in the Contemporary ContextJean-Yves Lecorre and
Thierry Burger-Helmchen
Post-Print from HAL Abstract: Classical managerial control theories mostly focus on performance indicators, like the number of pieces produced. More recent theories focus on behavior control. All theories are specialized in controlling a specific unit of the firm, i.e., the employee, the team, or a subsystem. Therefore, agency theory-based control and system-based control have their limits. In this chapter, we advocate for a more holistic approach that takes into account the culture of the firm but also of the geographic region studied. Indigenous research is presented as a possible way to improve managerial control and harmonize western and eastern countries' views on managerial control (we take several examples from North America, Europe, and China). We also propose a general guideline for conducting indigenous research on managerial control. Finally, we raise some concerns about the risk of using control to spread specific ideologies in firms that can be harmful in the long run. Keywords: Indigenous research; Managerial control; Managerial systems; Performance; Theories of the firm (search for similar items in EconPapers) Published in Nima Rezaei. Integrated Science, 1, Springer, pp.419-438, 2021, Science Without Borders, 978-3-030-65273-9. ⟨10.1007/978-3-030-65273-9_20⟩ There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03583616 DOI: 10.1007/978-3-030-65273-9_20 Access Statistics for this paper More papers in Post-Print from HAL |
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