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.

O estudo investiga quais são os instrumentos e procedimentos gerenciais utilizados em micro e pequenas empresas na tomada de decisão. Pesquisa descritiva com abordagem quantitativa foi realizada por meio de levantamento, tendo como amostra as 41 empresas respondentes do questionário. A análise dos dados foi realizada com aplicação de estatística descritiva, entropia informacional e o teste Mann-Whitney U. Os resultados mostram que nas empresas pesquisadas a tomada de decisão é baseada na experiência do proprietário. As empresas têm conhecimento do resultado mensal, mas não o discutem com o seu contador. A maioria das empresas não utiliza a contabilidade na tomada de decisão, seja pelo fato da informação contábil não refletir a real situação da empresa e/ou o gestor desconhecer sua utilidade. Os instrumentos gerenciais mais utilizados na tomada de decisão são controles operacionais e planejamento tributário, e os menos utilizados são demonstrações contábeis, métodos de custeio e outros instrumentos gerenciais. A maioria destas empresas não conhece ou não faz uso de instrumentos que orientam as estratégias e ações organizacionais, como o planejamento estratégico e o orçamento.Palavras-chave: Instrumentos gerenciais. Procedimentos gerenciais. Tomada de decisão. Micro e pequenas empresas.

PurposeThis paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.Design/methodology/approachA survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses.FindingsThe results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables.Research limitations/implicationsThe main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction.Practical implicationsThe distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee.Originality/valueThis is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

The aim of this study is to examine the effects of the enabling perception of the Managerial Control System (MCS) on psychological empowerment and organizational resilience. A survey was conducted with 161 managers of Brazilian companies that had undergone the process of acquiring another company and a structural model was developed to answer the hypotheses of the research. The results show that the enabling perception of MCS is associated with psychological empowerment and capacity for organizational resilience, which indicates that the characteristics of the MCS affect managers' motivation regarding their work environment and contribute to companies dealing effectively with adversities and contingencies. MCSs help organizations in the process of absorbing changes and regaining balance after some temporary disruption, as in the case of acquiring other companies. It is concluded that enabling MCSs favors the empowerment of managers and supports companies in dealing more effectively with the turbulence to which they are exposed.

Purpose The purpose of this paper is to analyze the influence of the use of different types of management controls (cost information, budget information, nonfinancial indicators and informal controls) on product innovation mediated by knowledge sharing and moderated by technological turbulence. Design/methodology/approach Partial least squares structural equation modeling and fuzzy-set qualitative comparative analysis have been used in a sample of 142 Brazilian startups that are in the traction stage. Findings Informal controls and nonfinancial indicators are used for product innovation, while budget information and cost information have not been shown to be directly associated with product innovation. However, as technological turbulence increases, budget information becomes particularly relevant to the innovation process. Informal controls are directly related to knowledge sharing in the startups studied. Practical implications The results can be useful to managers of startups in the traction stage, as the research highlights different management controls and possible combinations that can be used to drive product innovation, in addition to highlighting the role of knowledge sharing in promoting innovation, especially in the context of technological turbulence. Originality/value The literature on management control systems (MCS) has challenged the traditional belief that their use is restricted to the entrepreneurial stance of startup companies. The study develops an understanding of how and under what conditions the presence of MCS supports innovation in startup companies, in particular, what types of management controls used by these companies impact product innovation.

O objetivo do estudo é verificar os instrumentos da contabilidade gerencial utilizados em micro e pequenas empresas comerciais na tomada de decisão e a disponibilização desses instrumentos por parte das empresas de serviços contábeis. Realizou-se pesquisa descritiva, de abordagem quantitativa e por meio de uma survey. Para a coleta dos dados foram aplicados dois questionários, um direcionado às empresas comerciais e o outro aos escritórios prestadores de serviços contábeis. De 77 empresas comerciais cadastradas na prefeitura do município de Presidente Getúlio/SC, obteve-se o retorno de 16 delas, constituindo-se assim uma amostra por acessibilidade. Quanto às empresas de serviços contábeis, obteve-se um retorno de 100% da população, totalizando 7 escritórios de contabilidade. Os resultados monstram que os instrumentos da contabilidade gerencial mais utilizados pelas empresas são a formação do preço de venda e o fluxo de caixa, enquanto os menos utilizados são, a análise das demonstrações contábeis e análise do custo/volume/lucro e ponto de equilíbrio. Conclui-se que há necessidade de mudança na relação das micro e pequenas empresas com a contabilidade e o aperfeiçoamento dos serviços oferecidos otimipelos profissionais das empresas de serviços contábeis.

Purpose This study aims to empirically examine the effects of using the management control system (MCS) on individual performance mediated by organizational learning. Complementarily, it evaluates the moderating effect of feedforward on the relationship between MCS use and organizational learning. Design/methodology/approach Structural equation modeling and mediation and moderation analyses were used in a sample of 194 managers from Brazilian companies listed in the Exame Magazine’s “Best and Biggest” ranking. Findings The results reveal that using the MCS from a cybernetic perspective contributes to organizational learning, contradicting theoretical arguments and empirical evidence that this hinders learning and that feedforward can strengthen this relationship, as long as it is in line with the way of using the MCS. A mediating effect of organizational learning on the relationship between MCS use and individual performance has also been confirmed. Practical implications The results demonstrate the effects of MCS use on individual performance and organizational learning by taking a taxonomy of cybernetic use and comprehensive MCS use as a basis. The results provide insights to managers by revealing that MCS use not only influences task performance through organizational learning but also tends to generate cooperative, persistent and initiative-taking behaviors. Originality/value The study provides an approach to the behavioral consequences of using the MCS (score-keeping use and comprehensive MCS use) and the role of specific cognitive and motivational mechanisms in individual performance from a multidimensional perspective (task-based, contextual and general).

Resumo: O estudo objetiva identificar características das empresas e dos gestores que influenciam o uso de controles gerenciais. Pesquisa descritiva com abordagem quantitativa foi realizada por meio de um levantamento, tendo como amostra 37 empresas industriais que responderam o instrumento de pesquisa. Na análise dos dados utilizaram-se técnicas de estatística descritiva, correlação de Spearman e testes não paramétricos de Mann-Whitney e Kruskal-Wallis. Os resultados apontam que o custeio por absorção, o planejamento tributário e o benchmarking figuram entre os controles mais utilizados pelas empresas pesquisadas. Não se observa diferenças significativas entre o uso de instrumentos tradicionais e modernos da Contabilidade Gerencial. Os controles tradicionais apresentaram maior intensidade de uso nas empresas tributadas pelo lucro real, que estão na primeira geração familiar e com gestores que possuem nível superior. Já os controles modernos são mais utilizados pelas empresas familiares com gestores mais jovens, que possuem ensino superior na área de negócios. Conclui-se que escolaridade e idade do gestor são as principais características que se refletem no maior uso de controles modernos e que as empresas familiares apresentam-se diferenciadas no uso de controles gerenciais, o que instiga novas pesquisas para possíveis explicações organizacionais e/ou comportamentais, de modo a compreender de forma holística as implicações do uso dos controles gerenciais.Palavras-chave: Controles gerenciais. Características das empresas. Perfil dos gestores.