Representation of management control in companies: an attempt to contextualize the construction sector in the Marrakech-Safi region

Abstract

This article provides an analysis of the historical development and theoretical foundations of management control, emphasizing its emergence in large American companies in the 1930s to address decentralization challenges. The focus is on its ongoing role as a decision-support tool, featuring the continuous development of innovative tools, including ERP adoption. The research specifically targets the representation of management control in construction companies in the Marrakech-Safi region, employing a "Crossvergence" perspective to comprehend values and configurations specific to the Moroccan context. Through in-depth interviews with eleven companies, a diversity of perceptions and practices concerning management control is revealed. While some companies consider it a crucial element in meeting market demands, others view it as an unnecessary cost. The prevalent tools, such as general and cost accounting, dashboards, and variance analysis, are identified as widely used in the sector. Management control activities within these companies, primarily led by managers and occasionally in collaboration with other stakeholders, are structured around specific tools like schedules, dashboards, and dedicated software. The analysis demonstrates that when properly implemented, management control has a positive impact on the financial performance of construction companies, notably improving project completion and contributing to overall performance enhancement.

Keywords: Management control, contextualization, company.

JEL Classification: M41

Paper type: Empirical research