The contribution of management control to optimising company performance: a review of the literature

Abstract

This article aims to examine the contribution of management control to optimizing the performance of companies in an increasingly complex and uncertain economic context. The rise of this complexity questions traditional management control tools, which are often too focused on the short term and financial aspects. The objective is to analyze how management control, strategic steering, and the use of tools such as the Balanced Scorecard can interact synergistically to guide organizations towards optimal overall performance, integrating operational, social, and environmental dimensions in addition to financial performance. To do so, the authors employ a qualitative methodology of literature review, encompassing the evolution of performance conceptions and the role of management control, as well as the main theoretical levers and tools aimed at strengthening its contribution to performance steering. A critical analysis of these different theoretical propositions is then conducted.