Overall Performance and dynamics of control systems: a conventionalist Analysis

Abstract

A growing emphasis on the disclosure of corporate progress towards sustainable development has become prevailing. A significant number of companies have come to embrace and recognize the importance of environmental and social issues. However, incorporating sustainable development into a company's strategy is not free of implementation challenges. Balancing the goals of various stakeholders and setting objectives that encompass economic, social, and environmental aspects with specific timelines proves to be complex. The introduction of values requires their internalization and an alignment of both individual and organizational goals. As a result, many classical management’s assumptions are questioned, and new original modes of control are required for achieving overall performance. Some proactive companies are already integrating overall performance into their operations, especially those facing imminent threats. Accordingly, the research question revolves around understanding how these companies integrate overall performance and the impact manifested on their performance measurement and control systems. To address this objective, a case study was conducted. The analysis reveals an evolution in the company's control systems, where the axiological and interactive dimensions become more significant. In this context, the corporate program plays a crucial role. Furthermore, the conventionalist approach was adopted to enable an understanding of this corporate program as a convention of effort established at the level of various units within the company.