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Contrôle de la performance globale et responsabilité sociale de l'entreprise (RSE)

Author

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  • Françoise Quairel

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

La performance globale représente la contribution de l'entreprise aux objectifs de développement durable. Elle s'inscrit dans le contrôle de la RSE. Elle suppose une multiplication des domaines de contrôle et un élargissement de leur périmètre. Elle implique, en théorie, l'intégration et l'équilibre entre les objectifs économiques, environnementaux et sociaux. Cet article analyse les dispositifs de contrôle de la performance globale et leur mise en œuvre au sein des entreprises pro-actives en matière de RSE. La grille de lecture de la théorie néo-institutionnelle et le modèle des "Leviers du Contrôle"de R. Simons ont servi de cadre théorique à l'analyse des processus de mise en œuvre. Les cas étudiés nous ont permis de poser l'hypothèse d'une "dissociation pro-active" de la performance. Le "découplage" des performances multidimensionnelles autorise une meilleure mise en œuvre des objectifs de développement durable. Les dispositifs de performance globale ne peuvent être mis en œuvre que de façon dissociée. Toute recherche d'intégration recentre les instruments vers la performance financière.

Suggested Citation

  • Françoise Quairel, 2006. "Contrôle de la performance globale et responsabilité sociale de l'entreprise (RSE)," Post-Print halshs-00548050, HAL.
    • Handle: RePEc:hal:journl:halshs-00548050
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00548050
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    References listed on IDEAS

    as
    1. Annick Bourguignon, 1997. "Sous les pavés la plage… ou les multiples fonctions du vocabulaire comptable : l'exemple de la performance," ACCRA, Association francophone de comptabilité, vol. 3(1), pages 89-101.
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    4. Brunsson, Nils, 1993. "Ideas and actions: Justification and hypocrisy as alternatives to control," Accounting, Organizations and Society, Elsevier, vol. 18(6), pages 489-506, August.
    5. Annick Bourguignon & Alan Jenkins, 2004. "Changer d’outils de contrôle de gestion?De la cohérence instrumentale a la cohérence psychologique," Revue Finance Contrôle Stratégie, revues.org, vol. 7(3), pages 31-61, September.
    6. Samuel Sponem, 2004. "Contrôle budgétaire diagnostic ou interactif ? Proposition d'un instrument de mesure," Post-Print halshs-00170350, HAL.
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    Cited by:

    1. Essid Moez & Nicolas Berland, 2011. "Les impacts de la RSE sur les systèmes de contrôle," Post-Print halshs-00637633, HAL.
    2. Angèle Renaud & Nicolas Berland, 2020. "The Influence of Strategic and Organizational Factors as Concern the Relationship between Environmental Management Control and Organizational Learning: The Case of one Eco Missionary SME [La influe," Post-Print hal-02276360, HAL.

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