Management control systems package e turnaround: un caso aziendale

Titolo Rivista MANAGEMENT CONTROL
Autori/Curatori Cristiana Cattaneo, Sara Sonzogni
Anno di pubblicazione 2021 Fascicolo 2021/1
Lingua Italiano Numero pagine 24 P. 151-174 Dimensione file 443 KB
DOI 10.3280/MACO2021-001008
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Qui sotto puoi vedere in anteprima la prima pagina di questo articolo.

Se questo articolo ti interessa, lo puoi acquistare (e scaricare in formato pdf) seguendo le facili indicazioni per acquistare il download credit. Acquista Download Credits per scaricare questo Articolo in formato PDF

Anteprima articolo

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

In turbulent times, firms frequently face situations of decline or crisis. The literature on turnaround has undertaken in-dept investigation into many strategic aspects of this issue, such as cost efficiency, asset retrenchment, the focusing on core activities, the building for the future, reinvigoration the leadership, and cultural change (Schoenberg et al., 2013). However, the literature has paid limited attention to the relationship between turnaround strategies and management control systems (MCSs). Such studies mainly focus on the relationship between specific tools and various turnaround phases, mostly providing a time-related view. The following two aspects are neglected: 1) the role of MCSs from a dynamic viewpoint that considers content strategies and process ones. 2) Whether MCSs’ organizational and cultural dimension can strengthen the turnaround culture. We undertake a case study of a small business facing a decline in its performance and having no formal management control systems when starting its turnaround. We use Malmi and Brown’s (2008) framework to interpret the results by considering various MCSs as a package. We find that the introduction of different MCSs and their dynamic shaping during the turnaround were key factors that not only supported the content, but also the process strategies. Moreover, in the case study, administrative and cultural control systems were essential for building and maintaining a turnaround culture. Our findings support MCSs’ relevance during a turnaround and clarify that MCSs should be considered a package since they have a dynamic perspective and emphasize the role of cultural and administrative controls

Parole chiave:Turnaround process, management control systems package, case study, culture.

  1. Altman E.I. (1968), Financial Ratios, Discriminant Analysis and the Prediction of Corporate Bankruptcy, The Journal of Finance, 23, 4, pp. 589-609.
  2. Arcari AM. (2018), Preventing crises and managing turnaround processes in SMEs. The role of economic measurement tools, Management control, 3, pp. 131-155. DOI: 10.3280/MACO2018-003007
  3. Archer S., Otley D. (1991), Strategy, Structure, Planning and Control Systems and Performance evaluation-Rumenco Ltd., Management accounting research, 2, 4, pp. 263-303, Doi. 10.1016/S1044-5005(91)70038-3.
  4. Balgobin R., Pandit N. (2001), Stages in Turnaround Process: The Case of IBM UK, European Management Journal, 19, 3, pp. 301-316.
  5. Barnabè F., Giorgino M.C., Vaselli F. Petracca A. (2014) Crisi aziendale, turnaround e controllo di gestione: un caso operativo, Controllo di gestione, 6, inserto I-XVIII.
  6. Bastia P. (1987), Crisi e risanamento d’impresa. Strumenti di pianificazione e controllo, Bologna editrice Clueb.
  7. Bazzerla M. (2018), Crisi aziendale e controllo di gestione: l'importanza degli strumenti di controllo nella prevenzione della crisi, Controllo di gestione, 4, pp. 23-30.
  8. Beaver W.H. (1966), Financial ratios as predictor of fails, Journal of Accounting Research, 4, pp. 71-111.
  9. Bedford D.S., Malmi T., Sandelin M. (2016), Management control effectiveness and strategy: An empirical analysis of packages and systems, Accounting, Organizations and society, 51, pp. 12-28,
  10. Bibeault D.B. (1981), Corporate turnaround: how managers s turn losers to winners, New York, Mc Graw Hill.
  11. Boyle R.D., Desai H.B. (1991), Turnaround strategies for small business, Journal of Small Business Management, July, pp. 33-42.
  12. Boyne G. A. (2006), Strategies for public service turnaround: lessons from the private sector?, Administration & Society, 38, 3, pp. 365-388. DOI: 10.1177/0095399705286004
  13. Brunetti (1987a), Il controllo di gestione nei processi di risanamento aziendali, in AA.VV., Crisi di impresa e strategie di superamento, Milano, Giuffrè, pp. 67-77.
  14. Brunetti G. (1987b) Management control requirements in organizational turnaround processes, Economia aziendale, 6, 3, pp. 307-315.
  15. Cater J., Schwab A. (2008), Turnaround strategies in Established Small Family Firms, Family business Review, 21, 1, pp. 31-50.
  16. Chowdhury S.D., Lang J.R. (1996), Turnaround in Small Firms: an assessment of efficiency strategies, Journal of Business Research, 36, pp. 169-178.
  17. Coda V. (1987), Le tappe critiche per il successo dei processi di ristrutturazione aziendale, in: AA.VV., Crisi di impresa e strategie di superamento, Milano, Giuffrè, pp. 3-36.
  18. Crutzen N., Bounazef D., Qian W. (2018), Developing Sustainability Mobility Controls: The Case of Four Belgian Local Governments, Social and Environmental Accountability Journal, 38, 1, pp. 49-74. DOI: 10.1080/0969160X.2018.1424644
  19. Evans M., Phillip B. (2015), Unpacking the package: Management control in an environment of organisational change, Qualitative Research in Accounting & Management, 12, 4, pp. 346-376. DOI: 10.1108/QRAM-07-2015-0062
  20. Fiorentino R. (2010), Performance measurement in strategic changes, in Performance Measurement and Management Control: Innovative Concepts and Practices, 20, pp.253-283
  21. Forestieri G. (1996), Banche e imprese in crisi: quali lezioni per il futuro, Finanza, marketing e produzione, 14, 3, pp. 107-116.
  22. Francis J.D., Desai A.B. (2005), Situational and organizational determinants of turnaround, Management Decision, 43, 9, pp.1203-1224. DOI: 10.1108/00251740510626272
  23. Friis I., Hansen A., Vàmosi T. (2015), On the Effectiveness of Incentive Pay: Exploring Complementarities and Substitution between Management Control System Elements in a Manufacturing Firm, European Accounting Review, 24, 2, pp. 241-276. DOI: 10.1080/09638180.2014.976055
  24. Galeotti M., Garzella S., Fiorentino R., Della Corte G. (2016), The Strategic Intelligence implications for Information Systems, Management Control, 1, pp.105-123. DOI: 10.3280/MACO2016-001007
  25. Garzella S. (2005), Il sistema d’azienda e la valorizzazione delle “potenzialità inespresse”, Torino, Giappichelli.
  26. Garzella S., Fiorentino R. (2016), Pianificazione e controllo delle sinergie, Controllo di gestione, 2, pp. 15-25.
  27. Garzella. S., Fiorentino R. (2015), Il risanamento strategico, in Danovi A. e Quagli A., a cura di, Gestire la crisi d’impresa. Processi e strumenti di risanamento, Milano, Wolters Kuwer, pp.181-219.
  28. Giacosa E., Mazzoleni A. (2012), Recovery Planning and Management Control System in Company Crisis, Journal of Modern Accounting and Auditing, 8, 9, pp. 1326-1337.
  29. Golinelli G. (2004), Declino, crisi e turnaround dell'impresa, Economia, azienda e sviluppo, 2, 3, pp. 80-88.
  30. Gopinath C. (1991) Turnaround: Recognizing Decline and initiating Intervention, Long Range Planning, 24, 6, pp 96-101.
  31. Grabner I., Moers F. (2013) Management control as a system or a package? Conceptual and empirical issues, Accounting, Organizations and Society, 38, pp. 407-419.
  32. Guatri L. (1986), Crisi e risanamento delle imprese, Milano, Giuffrè editore.
  33. Guatri L. (1995). Turnaround: declino, crisi e ritorno al valore, Milano, Egea.
  34. Haron N.H., Rahman I. K.A., Smith M. (2013), Management accounting practices and the turnaround process, Asian Review of Accounting, 21, 2, pp. 100-112. DOI: 10.1108/ARA-01-2012-0001
  35. Henri J.-F. (2006), Management control systems and strategy: A resource-based perspective, Accounting,Organizations and Society, 31, 6, pp. 529-558,
  36. Hofer C. W. (1980), Turnaround strategies, The journal of business strategy, 1, 1, 19-31. DOI: 10.1108/S1479-3512(2010)0000020012
  37. Izzo F. (1996) Le strategie di turnaround nella letteratura di management, Finanza, marketing e produzione, 14, 3, pp. 131-161.
  38. Jamaluddin A., Husin N.I. M., Omar N. (2018), The Role of Management Accounting in a Turnaround Strategy, Asian-Pacific management Accounting Journal, 13, 3, pp.131-148.
  39. Langfield-Smith K. (1997), Management control systems and strategy: a critical review, Accounting, Organizations and Society, 22, 2, pp. 207-232.
  40. Malmi T., Brown D. A, (2008), Management control systems as a package. Opportunities, challenges and research direction, Management Accounting Research, 19, pp. 287-300.
  41. Maraghini M.P. Riccaboni A. (2011), Sistemi di pianificazione e controllo per il turnaround: ruolo e applicazioni in ambito universitario, Controllo di gestione, 6, pp. 43-54.
  42. Nilsson A. (2010), Balancing the management control package of small, rapidly growing firms in turbulent environments, International Journal of Entrepreneurship and Small Business, 11, 1, pp. 3-24.
  43. O’Neill H.M. (1986), Turnaround and recovery: what Strategy we need?, Long Range Planning, 19, 1, pp. 80-88.
  44. Otley D.T. (1980), The contingency theory of management accounting: Achievements and prognosis, Accounting, Organizations and Society, 4, pp. 413-428.
  45. Otley D.T. (2016), The contingency theory of management accounting and control: 1980-2014, Management accounting Research, 31, pp. 45-62.
  46. Ouchi W. (1979), A conceptual framework for the design of organizational control mechanism, Management Science, 25(9), pp. 833-848.
  47. Pajardi P., Castellano N. (2015), Pianificare il risanamento, in Danovi A. e Quagli A. Gestire la crisi d’impresa. Processi e strumenti di risanamento, Milano, Wolters Kluwer, pp. 223-252.
  48. Pajunen K. (2006), Stakeholder Influences in Organizational Survival, Journal of Management studies, 43, 6, pp. 1261-1288.
  49. Pearce J.A. II, Robbins K. (1993), Toward improved Theory and Research on Business Turnaround, Journal of Management, 19, 3, pp. 613-636.
  50. Pearce J.A. II, Robbins K. (2008), Strategic transformation as the essential last step in the process of business turnaround, Business Horizons, 51, pp. 121-130.
  51. Pettigrew A.M. (1987), Context and action in the transformation of the firm, Journal of Management studies, 24, 6, pp. 649-670.
  52. Rasheed H.S. (2005), Turnaround strategies for declining small business: the effects of performance and resources, Journal of Developmental Entrepreneurship, 10, 3, pp. 239-252.
  53. Rico M., Pandit N.R., Puig F. (2020), SME insolvency, bankruptcy, and survival: an examination of retrenchment strategies, Small Business Economics,
  54. Robbins K., Pearce J.A. II (1992), Turnaround: retrenchment and recovery, Strategic Management Journal, 13, pp. 287-309.
  55. Sandelin M. (2008), Operation of management control practices as a package – A case study on control system variety in a growth firm context, Management Accounting Research, 19, pp. 324-343.
  56. Schein E. (1997), Organizational culture and Leadership, San Francisco CA, Jossey-Bass.
  57. Schendel D., Patton G. R. (1976), Corporate stagnation and turnaround, Journal of Economics and business, 28, 3, pp. 236-242.
  58. Schendel D., Patton G.R., Riggs J. (1976), Corporate turnaround strategies: A study of profit decline and recovery, Journal of General Management, 3, 3, pp. 3-12.
  59. Schoenberg R., Collier N., Bowman C. (2013), Strategies for business turnaround and recovery: a review and synthesis, European Business review, 25, 3, pp 243-262. DOI: 10.1108/09555341311314799
  60. Schweizer L., Nienhaus A. (2017), Corporate distress and turnaround: integrating the literature and directing future research, Business Research, 10, pp. 3-47.
  61. Sciarelli S. (1995), La crisi di impresa. Il percorso gestionale di risanamento nelle piccole medie imprese, Padova, Cedam.
  62. Sicca L. (1996), La gestione dei processi di turnaround, Finanza, marketing e produzione, 14, 3, pp. 83-96.
  63. Simons, R. (1995), Levers of Control, Boston, Harvard University Press.
  64. Smith M., Graves C. (2005), Corporate turnaround and financial distress, Managerial Auditing Journal, 20, 3, pp. 304-320. DOI: 10.1108/02686900510585627
  65. Svensson N., Funck E.K. (2019) Management control in circular economy. Exploring and theorizing the adaptation of management control to circular business models, Cleaner Production, 233, pp. 390-398.
  66. Tikici M., Omay E., Derin N., Seckins Seyda N., Cureoglu M. (2011), Operating turnaround strategies during crisis periods: a research on manufacturing firms, Procedia Social and Behavioral Sciences, 24, pp. 49-60.
  67. Trahms C.A., Achidi Ndofor H., Sirmon D. G. (2013) Organizational Decline and Turnaround: A Review and Agenda for Future Research, Journal of Management, 39, 5, pp. 1277-1307. DOI: 10.1177/0149206312471390
  68. Trovarelli F. (2014), Turnaround management e cambiamento. I sistemi di pianificazione e controllo, in Busco C., Giovannoni E., Riccaboni A. (a cura di) Il controllo di gestione. Metodi, strumenti ed esperienze. I fondamentali e le novità, Milano, Wolters Kluver, pp. 915-932.
  69. Van der Kolk B., Schokker T. (2016), Strategy implementation through hierarchical couplings in a management control package: an explorative case study, Journal of Management Control, 27, pp. 129-154.
  70. Van Veen-Dirks P., Wijn M. (2002), Strategic Control: Meshing Critical Success Factors with the Balanced Scorecard, Long Range Planning, 35, 4, pp. 407-427. DOI: 10.1016/S0024-6301(02)00066-3
  71. Wild A. M. (2010), Learning the wrong lessons from history: Underestimating strategic change in business turnarounds, Business History, 52, 4, pp. 617-650. DOI: 10.1080/00076791003753186
  72. Yin R.K. (2009), Case study Research. Design and Methods, 4th edition, Sage publications.
  73. Zimmermann F.M. (1989), Managing a successful Turnaround, Long Range Planning, 22, 3, pp. 105-124.

Cristiana Cattaneo, Sara Sonzogni, Management control systems package e turnaround: un caso aziendale in "MANAGEMENT CONTROL" 1/2021, pp 151-174, DOI: 10.3280/MACO2021-001008