CAPIC REVIEW

Journal of Accounting, Auditing and Business Management

ISSN 0718-4662

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Vol. 20 (2022): CAPIC REVIEW
Investigation

Perceptions of controllers on management control systems in Peruvian companies

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  • Julio Hernández-Pajares,
  • Gino Vivanco Ruidías
Julio Hernández-Pajares
Universidad de Piura, Facultad de Ciencias Económicas y Empresariales
Gino Vivanco Ruidías
Universidad de Piura, Facultad de Ciencias Económicas y Empresariales
Bio
DOI: https://doi.org/10.35928/cr.vol20.2022.169
Categories

Published 2023-04-18

Keywords

  • management control,
  • perceptions of controllers,
  • strategic planning,
  • budgets,
  • cost systems

How to Cite

Hernández-Pajares, J., & Vivanco Ruidías, G. . (2023). Perceptions of controllers on management control systems in Peruvian companies. CAPIC REVIEW, 20, 1–15. https://doi.org/10.35928/cr.vol20.2022.169

Copyright (c) 2022 Julio Hernández-Pajares, Gino Vivanco Ruidías

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Abstract

Companies have evolved in the management control systems applied, which allow them to define strategic objectives and manage information through more advanced tools, such as data analytics and Enterprise Resource Planning (ERP). The objective of this study is to know the profile of both the controllers responsible for management control and the Peruvian companies that have such systems, and to describe the control systems and tools applied, as well as to know the controllers' perception of their importance.

This quantitative research of explanatory scope was carried out by means of a survey of controllers of Peruvian companies, which allowed a descriptive analysis of the control systems applied, as well as to know the controllers' perception of its importance and its factors.

The results indicate that controllers maintain the application of traditional control systems such as financial analysis, costs and budgets to a greater extent than systems based on strategic aspects such as the Balanced Scorecard (BSC). The implementation of data analytics and ERP is not a very developed practice and is an area for improvement. Companies with higher turnover, management control departments, strategic planning, and more experience present a higher valuation towards the importance of management control.

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