This study analyses how the implementation of accounting and financial information and management control systems affect the performance of family and non-family micro, small and medium-sized enterprises (MSMEs) in the hospitality sector in Quintana Roo State (Mexico). The authors carried out a cross-sectional study with a sample of 122 family and non-family tourism MSMEs (composed of 72 family and 50 non-family firms). A survey was used to collect the data. The results show that managers of family firms in the hospitality sector use less accounting and financial information in their decisions than those of non-family firms. The findings also imply that hospitality family firms maintain less formalized management control systems than non-family firms in terms of the timeliness, aggregation and integration of economic and financial information in the decision-making process.
AdlerREverettAMWaldronM (2000) Advanced management accounting techniques in manufacturing: utilization, benefits, and barriers to implementation. Accounting Forum24(2): 131–150.
2.
AndersonRReebD (2003) Founding-family ownership and firm performance: evidence from the S&P 500. The Journal of Finance58(3): 1301–1328.
3.
AthanassiouNCrittendenWFKellyLM. (2002) Founder centrality effects on the mexican family firm’s top management group: firm culture, strategic vision and goals, and firm performance. Journal of World Business37(2): 139–150.
4.
BisbeJOtleyD (2004) The effects of the interactive use of management control systems on product innovation. Accounting, Organizations and Society29: 709–737.
5.
BroyeGWeillL (2008) Does leverage influence audit choice? A cross-country analysis. Applied Financial Economics18(9): 715–731.
6.
CarneyMGedajlovicE (2002) The coupling of ownership and control and the allocation of financial resources: evidence from Hong Kong. Journal of Management Studies39(1): 123–146.
7.
ChenhallRH (2003) Management control system design within its organizational context: Findings from contingency-based research and directions for the future. Accounting, Organizations and Society28(2-3): 127–168.
8.
ChenhallRHLangfield-SmithK (1998) Adoption and benefits of management accounting practices: an Australian study. Management Accounting Research9: 1–19.
9.
ChenhallRMorrisD (1986) The impact of structure, environment, and inter-dependence on the perceived usefulness of management accounting systems. The Accounting Review61(1): 16–35.
10.
ChuaJHChrismanJJSharmaP (2003) Succession and nonsuccession concerns of family firms and agency relationship with nonfamily managers. Family Business Review16(2): 89–107.
11.
ChuaJHChrismanJJChangE (2004) Are family firms born or made? An exploratory investigation. Family Business Review17(1): 37–55.
12.
CIPI (2003) Primer Reporte De Resultados 2002, Observatorio PYME, Comisión Intersecretarial de Política Industrial. México: Secretaría de Economía.
13.
CromieSDunnBSproullA. (2001) Small firms with a family focus in the Scottish Highlands and Islands. The Irish Journal of Management22(2): 45–66.
14.
CruzI (2007) How might hospitality organizations optimize their performance measurement systems?International Journal of Contemporary Hospitality Management19(7): 574–588.
15.
DailyCMDollingerMJ (1993) Alternative methodologies for identifyng family – versus nonfamily – managed business. Journal of Small Business Management31(
2): 25–34.
16.
DávilaA (2000) An empirical study on the drivers of management control systems design in new product development. Accounting, Organizations and Society25: 383–410.
17.
DavilaAFosterG (2005) Management accounting systems adoptions decisions: evidence and performance implications from early-stage/startup companies. The Accounting Review80(
4): 1039–1068.
18.
DOF (2002), Ley para el Desarrollo y Competitividad de la Micro, Pequeña y Mediana Empresa. México: Diario Oficial de la Federación, pp. 1–12.
19.
DuhanS (2007) A capabilities based toolkit for strategic information systems planning in SMEs. International Journal of information Management27: 352–367.
20.
FamaEF (1980) Agency problems and the theory of the firm. Journal of Political Economy88(2): 288–307.
21.
FilbeckGLeeS (2000) Financial management techniques in family business. Family Business Review13(
3): 201–216.
22.
GaidieniéZSkyriusR (2006) The usefulness of management accounting information: userś attitudes. Economika74: 21–37.
23.
GalloMA (1998) La Sucesión En la Empresa Familiar. Barcelona: Colección Estudios e Informes de la Caixa, p. 12.
24.
Gomez-MejiaLRNuñez-NickelMGutierrezI (2001) The role of family ties in agency contracts. Academy of Management Journal44(1): 81–95.
25.
HoSWongKS (2001) A study of the relationship between corporate governance structures and the extent of voluntary disclosure. Journal of International Accounting, Auditing and Taxation10: 139–156.
26.
HopeOKKangTThomasW. (2008) Culture and audit choice: a test of the secrecy hypothesis. Journal of Accounting and Public Policy27(5): 357–373.
27.
INEGI (2010) Censos Económicos 2009. México DF: Instituto Nacional de Estadística y Geografía.
28.
IsmailAKingM (2007) Factors influencing the alignment of accounting information systems in small and medium sized Malaysian manufacturing firms. Journal of Information Systems and Small Business1(1–2): 1–20.
29.
JorissenALaverenEMartensR. (2001) Planning and control practices in family firms versus non-family firms: empirical evidence from SMEs in the wholesale sector. Faculty of Applied Economics Working Papers, Antwerp, Belgium, pp. 1–32.
30.
JorissenALaverenEMartensR. (2005) Real versus sample-based differences in comparative family business research. Family Business Review18(3): 229–246.
31.
KennedyTAffleck-GravesJ (2001) The impact of activity-based costing techniques on firm performance. Journal of Management Accounting Research13(1): 19–45.
32.
KoteyB (2005) Goals, management practices, and performance of family SMEs. International Journal of Entrepreneurial Behaviour & Research11(1): 3–24.
33.
LaitinenE (2008) Value drivers in Finnish family-owned firms: profitability, growth and risk. International Journal of Accounting and Finance1(1): 1–41.
34.
LubatkinMHSchulzeWSLingY. (2005) The effects of parental altruism on the governance of family-managed firms. Journal of Organizational Behaviour26: 313–330.
35.
MadridAGarcíaD (2008) Las ayudas financieras a la innovación a la pyme: sesgo de motivación y de selección administrativa. Revista Internacional de la Pequeña y Mediana Empresa1(1): 17–35.
36.
McMahonRGP (2001) Business growth and performance and the financialreporting practices of australian manufacturing SMEs. Journal of Small Business Management39(2): 152–164.
37.
McMahonRGPDaviesL (1994) Financial reporting and analysis practices in small enterprises: their association with growth rate and financial performance. Journal of Small Business Management32(1): 9–17.
38.
MiaLPatiarA (2001) The use of management accounting systems in hotels: an exploratory study. International Journal of Hospitality Management20(2): 111–128.
39.
MooresKMulaJ (1993) Contextual and Strategic Impacts on the form of Management Accounting Systems. Discussion Papers, Australia: Bond University School of Business.
40.
MooresKMulaJ (2000) The salience of market, bureaucratic, and clan controls in the management of family firm transitions: some tentative Australian evidence. Family Business Review13(2): 91–106.
41.
Moores K and YuenS (2001) Management accounting systems and organizational configuration: a life-cycle perspective. Accounting, Organizations and Society26: 351–389.
42.
NaranjoDRinsumM (2006) The effect of management style and management accounting system design on performance. The Journal off Applied Management Accounting Research4(1): 33–44.
43.
NiskanenMKarjalainenJNiskanenJ (2010) The role of auditing in small private family firms: is it about quality and credibility?Family Business Review23(3): 230–245.
44.
PattersonMGWestMAShackletonVJ. (2005) Validating the organizational climate measure: links to managerial practices, productivity and innovation. Journal of Organizational Behavior26: 379–408.
45.
QuinnRERohrbaughJ (1983) A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis. Management Science29(3): 363–377.
46.
SainaghiaRPhillipsPCortiaV (2013) Measuring hotel performance: using a balanced scorecard perspectives’ approach. International Journal of Hospitality Management34: 150–159.
47.
SchulzeWSLubatkinMHDinoRN (2002) Altruism, agency, and the competitiveness of family firms. Managerial and Decision Economics23: 247–259.
48.
SooraboyenTPoorundersingB (2008) The effectiveness of management accounting systems Evidence from functional managers in a developing country. Managerial Auditing Journal23(2): 187–219.
49.
TaboneNBaldacchinoP (2003) The statutory audit of owner-managed companies in Malta. Managerial Auditing Journal18(5): 387–398.
50.
ThomasJEvansonRV (1987) An empirical investigation of association between financial ratio use and small business success. Journal of Business & Accounting14(
4): 181–190.
51.
TongYH (2008) Financial reporting practices of family firms. Advances in Accounting23: 231–261.
52.
TrostelAONicholsML (1982) Privately-held and publicly-held companies: a comparison of strategic choices and management processes. The Academy of Management Journal25(1): 47–62.
53.
UptonNTealEJFelanJT (2001) Strategic and business planning practices of fast growth family firms. Journal of Small Business Management39(1): 60–72.
54.
Van AukenHMadridAGarcíaD (2008) Innovation and performance in Spanish manufacturing SMEs. International Journal of Entrepreneurship and Innovation Management8(1): 35–56.
55.
WestheadPCowlingM (1998) Family firm research: the need for a methodological rethink. Entrepreneurship: Theory and Practice23(1): 31–57.
56.
WinataLMiaL (2005) Information technology and the performance effect of managers’ participation in budgeting: evidence from the hotel industry. International Journal of Hospitality Management24(1): 21–39.
57.
ZahraSAHaytonJCSalvatoC (2004) Entrepreneurship in family vs. non-family firms: a resource-based analysis of the effect of organizational culture. Entrepreneurship Theory and Practice28(4): 363–381.
