IMPLEMENTATION OF THE RESULT CONTROL SYSTEM IN A GROUP OF FAMILY-OPERATED COMPANIES: THE EXAMPLE OF THE METAL-MECHANICAL SECTOR

Abstract

In recent decades, the number of family businesses has increased significantly and is becoming a growing phenomenon around the world. Recently, these companies are facing the needs and opportunities of internationalization, survival and development. The focus of this research is the management control system (MCS) required by the family business involved in the internationalization process. In the international context, the relationship between the main characteristics of a family business and the three phases of management control (planning / budget, performance evaluation and reporting) acquires a fundamental aspect for the company, its growth and survival. To achieve these objectives, field studies were conducted to identify the most salient characteristics belonging to the two aspects under consideration, family and internationalization, and to empirically verify how these characteristics influence and conflict in the various phases of the Manage control system. The results highlighted the importance of considering the management control system a tailor-made management system for companies. The paper divided into 4 chapters analyzes first of all the state of the art and general literature and then contextualizes itself on the small and medium-sized companies of the Italian market. Culture, the directional pyramid and the problem of decentralization of functions are typical Italian characteristics. The paper concludes by analyzing how the manage control system integrates into these companies, what cultural changes are necessary and what are the long-term forecasts.