Management innovation and transformation of management control in Moroccan enterprises

  • 12 Views
  • 1 Downloads

Creative Commons License DMCA.com Protection Status
This work is licensed under a Creative Commons Attribution 4.0 International License

Type of the article: Research Article

Abstract
This paper aims to assess how recent changes in the management and organization of Moroccan companies lead to major transformations in their management control systems. The study examines digitization of processes, organizational flexibility, transversality, and new management practices that are participatory and adaptive, to demonstrate how they determine the transformation of management control systems into more strategic and effective approaches.
The empirical study used data collected in 2025 from 110 Moroccan companies operating in different sectors. The sample was developed using a non-probabilistic convenience sampling method due to limited access to companies and internal management data. Of the 380 questionnaires distributed, 122 responses were received, and 110 were retained after data quality checks. Managers, management controllers, financial officers, and administrative officers completed a structured survey questionnaire to collect data. This study used a quantitative research method; the validity of the measurement scales was verified using PCA and reliability tests (Cronbach’s alpha), and the five proposed research hypotheses were tested using multiple regression analysis.
The results show that digitalization is the main driver of changes in management control systems, followed by organizational flexibility, transversality, and the adoption of new management practices. Although participation and adaptive management contribute positively to management control systems, their impact remains relatively lower than the previously mentioned factors. Overall, management control systems of Moroccan companies are evolving toward interactive, strategic, and performance-oriented models due to digital transformation and organizational transformation.

view full abstract hide full abstract
    • Figure 1. Conceptual framework
    • Table 1. Characteristics of the final sample
    • Table 2. Non-response bias test (early vs. late respondents)
    • Table 3. KMO and Bartlett test
    • Table 4. Eigenvalues and explained total variance
    • Table 5. Factor loadings, communalities, and internal reliability of measurement scales
    • Table 6. Coefficients of collinearity of variables in the research model
    • Table 7. Summary of the model
    • Table 8. ANOVA model regression index
    • Table 9. Regression diagnostic tests and verification of model assumptions
    • Table 10. Coefficients of individual significance
    • Table 11. Synthesis of hypotheses results
    • Conceptualization
      Meriem Rachid, Ahmed El Hammoumi
    • Data curation
      Meriem Rachid, Ahmed El Hammoumi, Nabil Seghyar
    • Funding acquisition
      Meriem Rachid, Ahmed El Hammoumi, Nabil Seghyar
    • Investigation
      Meriem Rachid, Ahmed El Hammoumi
    • Project administration
      Meriem Rachid, Ahmed El Hammoumi
    • Resources
      Meriem Rachid, Ahmed El Hammoumi
    • Supervision
      Meriem Rachid, Ahmed El Hammoumi, Nabil Seghyar
    • Visualization
      Meriem Rachid, Ahmed El Hammoumi, Nabil Seghyar
    • Writing – original draft
      Meriem Rachid, Ahmed El Hammoumi
    • Writing – review & editing
      Meriem Rachid, Ahmed El Hammoumi, Nabil Seghyar
    • Formal Analysis
      Ahmed El Hammoumi
    • Methodology
      Ahmed El Hammoumi
    • Software
      Ahmed El Hammoumi
    • Validation
      Ahmed El Hammoumi