Enabling and coercive management control systems and organizational resilience

Detalhes bibliográficos
Autor(a) principal: Beuren, Ilse Maria
Data de Publicação: 2019
Outros Autores: Santos, Vanderlei dos
Tipo de documento: Artigo
Idioma: eng
por
Título da fonte: Revista Contabilidade & Finanças (Online)
Texto Completo: https://www.revistas.usp.br/rcf/article/view/161311
Resumo: This study examines the impacts of enabling and coercive management control systems (MCSs) on organizational resilience, in the cognitive, behavioral, and contextual dimensions. Research on resilience has sought to identify elements capable of improving organizational resilience capacity, and enabling and coercive MCSs may shed new light on this discussion. Understanding the role of MCSs in the creation and use of resilience capacities can help explain why some organizations manage to outperform others in situations of adverse and turbulent events.The literature has focused on enabling MCSs and adopts the premise that, in general, the use of coercive controls is negatively perceived. However, the results of the research show that enabling and coercive MCSs coexist in companies, and that coercive controls do not have a negative influence on resilience, even showing a positive association with the contextual dimension. A survey was conducted in companies that bought and/or were acquired by others, according to PwC Brazil’s Mergers and Acquisitions report, and the sample consists of 144 managers from different organizational areas of these companies who answered the questionnaire sent via Survey Monkey. The structural equation modeling (SEM) technique was applied to test the hypotheses. The study presents evidence that MCSs constitute antecedents of resilience capacity in organizations. This suggests that the design and use of MCSs may favor the development of capacities to deal with turbulences and unexpected events in advance.
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spelling Enabling and coercive management control systems and organizational resilienceSistemas de controle gerencial habilitantes e coercitivos e resiliência organizacionalmanagement control systemsenabling controlcoercive controlorganizational resiliencesistemas de controle gerencialcontrole habilitantecontrole coercitivoresiliência organizacionalThis study examines the impacts of enabling and coercive management control systems (MCSs) on organizational resilience, in the cognitive, behavioral, and contextual dimensions. Research on resilience has sought to identify elements capable of improving organizational resilience capacity, and enabling and coercive MCSs may shed new light on this discussion. Understanding the role of MCSs in the creation and use of resilience capacities can help explain why some organizations manage to outperform others in situations of adverse and turbulent events.The literature has focused on enabling MCSs and adopts the premise that, in general, the use of coercive controls is negatively perceived. However, the results of the research show that enabling and coercive MCSs coexist in companies, and that coercive controls do not have a negative influence on resilience, even showing a positive association with the contextual dimension. A survey was conducted in companies that bought and/or were acquired by others, according to PwC Brazil’s Mergers and Acquisitions report, and the sample consists of 144 managers from different organizational areas of these companies who answered the questionnaire sent via Survey Monkey. The structural equation modeling (SEM) technique was applied to test the hypotheses. The study presents evidence that MCSs constitute antecedents of resilience capacity in organizations. This suggests that the design and use of MCSs may favor the development of capacities to deal with turbulences and unexpected events in advance.Este estudo examina os re exos dos Sistemas de Controle Gerencial (SCGs) habilitantes e coercitivos na resiliência organizacional, nas dimensões cognitiva, comportamental e contextual. Pesquisas sobre resiliência têm buscado identi car elementos capazes de melhorar a capacidade da resiliência organizacional, e os SCGs habilitantes e coercitivos podem trazer novos prenúncios nessa discussão. A compreensão do papel do SCG na criação e uso das capacidades de resiliência pode contribuir para explicar por que algumas organizações conseguem superar outras em situações de ocorrência de eventos adversos e turbulentos. A literatura tem se concentrado no SCG habilitante e adota a premissa de que o uso de controle coercitivo geralmente é percebido de forma negativa. No entanto, os resultados da pesquisa mostram que SCGs habilitantes e coercitivos coexistem nas empresas e que o controle coercitivo não exerce in uência negativa na resiliência, até mesmo mostra associação positiva com a dimensão contextual. Uma survey foi realizada em empresas que compraram e/ou foram adquiridas por outras, conforme o relatório Fusões e Aquisições no Brasil, da PwC Brasil, e a amostra compõe-se dos 144 gestores de diferentes áreas organizacionais dessas empresas que responderam o questionário enviado via Survey Monkey. Para testar as hipóteses, aplicou-se a técnica de modelagem de equações estruturais (structured equation modeling – SEM). O estudo apresenta evidências de que os SCGs se constituem em antecedentes da capacidade de resiliência nas organizações. Isso sugere que o desenho e o uso do SCG podem favorecer o desenvolvimento de capacidades para lidar com turbulências e acontecimentos inesperados com antecedência.Universidade de São Paulo. Faculdade de Economia, Administração, Contabilidade e Atuária2019-08-21info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfapplication/pdfhttps://www.revistas.usp.br/rcf/article/view/16131110.1590/1808-057x201908210Revista Contabilidade & Finanças; v. 30 n. 81 (2019); 307-323Revista Contabilidade & Finanças; Vol. 30 No. 81 (2019); 307-323Revista Contabilidade & Finanças; Vol. 30 Núm. 81 (2019); 307-3231808-057X1519-7077reponame:Revista Contabilidade & Finanças (Online)instname:Universidade de São Paulo (USP)instacron:USPengporhttps://www.revistas.usp.br/rcf/article/view/161311/155276https://www.revistas.usp.br/rcf/article/view/161311/155277Beuren, Ilse MariaSantos, Vanderlei dosinfo:eu-repo/semantics/openAccess2019-08-22T13:09:17Zoai:revistas.usp.br:article/161311Revistahttp://www.revistas.usp.br/rcf/indexPUBhttps://old.scielo.br/oai/scielo-oai.phprecont@usp.br||recont@usp.br1808-057X1519-7077opendoar:2019-08-22T13:09:17Revista Contabilidade & Finanças (Online) - Universidade de São Paulo (USP)false
dc.title.none.fl_str_mv Enabling and coercive management control systems and organizational resilience
Sistemas de controle gerencial habilitantes e coercitivos e resiliência organizacional
title Enabling and coercive management control systems and organizational resilience
spellingShingle Enabling and coercive management control systems and organizational resilience
Beuren, Ilse Maria
management control systems
enabling control
coercive control
organizational resilience
sistemas de controle gerencial
controle habilitante
controle coercitivo
resiliência organizacional
title_short Enabling and coercive management control systems and organizational resilience
title_full Enabling and coercive management control systems and organizational resilience
title_fullStr Enabling and coercive management control systems and organizational resilience
title_full_unstemmed Enabling and coercive management control systems and organizational resilience
title_sort Enabling and coercive management control systems and organizational resilience
author Beuren, Ilse Maria
author_facet Beuren, Ilse Maria
Santos, Vanderlei dos
author_role author
author2 Santos, Vanderlei dos
author2_role author
dc.contributor.author.fl_str_mv Beuren, Ilse Maria
Santos, Vanderlei dos
dc.subject.por.fl_str_mv management control systems
enabling control
coercive control
organizational resilience
sistemas de controle gerencial
controle habilitante
controle coercitivo
resiliência organizacional
topic management control systems
enabling control
coercive control
organizational resilience
sistemas de controle gerencial
controle habilitante
controle coercitivo
resiliência organizacional
description This study examines the impacts of enabling and coercive management control systems (MCSs) on organizational resilience, in the cognitive, behavioral, and contextual dimensions. Research on resilience has sought to identify elements capable of improving organizational resilience capacity, and enabling and coercive MCSs may shed new light on this discussion. Understanding the role of MCSs in the creation and use of resilience capacities can help explain why some organizations manage to outperform others in situations of adverse and turbulent events.The literature has focused on enabling MCSs and adopts the premise that, in general, the use of coercive controls is negatively perceived. However, the results of the research show that enabling and coercive MCSs coexist in companies, and that coercive controls do not have a negative influence on resilience, even showing a positive association with the contextual dimension. A survey was conducted in companies that bought and/or were acquired by others, according to PwC Brazil’s Mergers and Acquisitions report, and the sample consists of 144 managers from different organizational areas of these companies who answered the questionnaire sent via Survey Monkey. The structural equation modeling (SEM) technique was applied to test the hypotheses. The study presents evidence that MCSs constitute antecedents of resilience capacity in organizations. This suggests that the design and use of MCSs may favor the development of capacities to deal with turbulences and unexpected events in advance.
publishDate 2019
dc.date.none.fl_str_mv 2019-08-21
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://www.revistas.usp.br/rcf/article/view/161311
10.1590/1808-057x201908210
url https://www.revistas.usp.br/rcf/article/view/161311
identifier_str_mv 10.1590/1808-057x201908210
dc.language.iso.fl_str_mv eng
por
language eng
por
dc.relation.none.fl_str_mv https://www.revistas.usp.br/rcf/article/view/161311/155276
https://www.revistas.usp.br/rcf/article/view/161311/155277
dc.rights.driver.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
application/pdf
dc.publisher.none.fl_str_mv Universidade de São Paulo. Faculdade de Economia, Administração, Contabilidade e Atuária
publisher.none.fl_str_mv Universidade de São Paulo. Faculdade de Economia, Administração, Contabilidade e Atuária
dc.source.none.fl_str_mv Revista Contabilidade & Finanças; v. 30 n. 81 (2019); 307-323
Revista Contabilidade & Finanças; Vol. 30 No. 81 (2019); 307-323
Revista Contabilidade & Finanças; Vol. 30 Núm. 81 (2019); 307-323
1808-057X
1519-7077
reponame:Revista Contabilidade & Finanças (Online)
instname:Universidade de São Paulo (USP)
instacron:USP
instname_str Universidade de São Paulo (USP)
instacron_str USP
institution USP
reponame_str Revista Contabilidade & Finanças (Online)
collection Revista Contabilidade & Finanças (Online)
repository.name.fl_str_mv Revista Contabilidade & Finanças (Online) - Universidade de São Paulo (USP)
repository.mail.fl_str_mv recont@usp.br||recont@usp.br
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