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The paradox of empowerment and controls: a case study of ArcerlorMittal Construction France

Henrioulle, Clémentine
(2021)

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Henrioulle_82741800_2021.pdf
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Henrioulle_82741800_2021_AppendixA.pdf
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Henrioulle_82741800_2021_AppendixC.pdf
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Henrioulle_82741800_2021_AppendixB.pdf
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Henrioulle_82741800_2021_AppendixD.pdf
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Details

Supervisors
Adamsen, Kim
Faculty
Louvain School of Management
Degree label
Master [120] : ingénieur de gestion, à finalité spécialisée
Abstract
The purpose of this paper is to investigate the performance management controls system of ArcelorMittal Construction (AMC) France in order to illustrate the paradox that can exist between empowerment and controls. In particular, this study will describe the control systems used by AMC by referring to the management control systems a as package framework developed by Malmi and Brown in 2018. In addition, we will examine the strategy planning development as well as the cascading process and which roles play empowerment and self-efficacy in those processes. After analysing the results of this case study, potential issues will be discussed.