FINANCIAL PERFORMANCE THROUGH MANAGEMENT CONTROL SYSTEMS IN RESILIENT INFRASTRUCTURE: THE MODERATING ROLE OF ACTIVE USE AND PROJECT COMPLEXITY

In project-driven businesses, financial results depend more on an organization's ability to manage activities and information and adapt to operational nuances. Even though management control systems are commonly used to achieve these goals, their impact on financial performance remains a topic of empirical debate, especially when viewed as formal systems rather than actively used managerial tools. This study examines the effects of management control systems on financial performance and whether such effects are increased when management control systems are used proactively and when projects are complex. The study uses a quantitative, hypothetical, deductive method based on a survey conducted with 170 major construction companies operating in Morocco. Data analysis was conducted using descriptive statistics, reliability analysis, exploratory factor analysis, correlation analysis, and hierarchical multiple regression models. The results suggest a positive, statistically significant relationship between management control systems and financial performance (β = 0.41, p < 0.001). The model's explanatory power improves by adding the variable "active use" (R² = 0.21-0.29); the interaction between "management control systems" and "active use" is also significant (β = 0.19, p < 0.01). This connection is further strengthened by the project's complexity, which also demonstrates a significant interaction effect (β = 0.21, p < 0.01). The final model accounts for 39% of the variability in financial performance. Further results point to the role of management control systems in fostering sustainable growth, economic productivity, and resilient infrastructure development from the perspectives of managerial decision-making and financial performance in a complex project-based environment.