The contribution of management control to improving the strategic management of state holdings in accordance with the provisions of Law No. 82-20: a theoretical analysis

Abstract

The management of State shareholdings in Public Institutions and Enterprises (PIEs) is a critical issue for ensuring the efficiency and transparency of public intervention. Consequently, the strategic steering of performance within these entities is considered a decisive challenge for public authorities. To address this, the State has initiated a major public sector reform project. The primary objective is to establish a robust system for governing the State's holdings in these public bodies.

As a strategic governance tool, management control is seen as essential for optimizing the strategic oversight of these public investments. The enactment of Law No. 82-20 introduces new provisions specifically designed to strengthen control and promote the sound and effective use of public resources.

The purpose of this study is therefore to examine, drawing upon an existing scoping review, how performance management—leveraging the mechanisms established by Law No. 82-20—act as a key catalyst for the strategic shaping and monitoring of the State's equity portfolio? To answer this question, the research must first establish a conceptual definition of the key terms: management control, strategic steering, and State holdings. Following this, the study will present an in-depth review of existing literature regarding management control and its interplay with strategic steering.

Ultimately, this research aims to highlight the links between management control, strategic performance steering, and the governance of State holdings within the Moroccan context. It will also emphasize the advantages of implementing such a system for enhancing performance management and reinforcing sound governance practices across PIEs.

Classification JEL: Z18

Paper type: Theoretical Research