Abstract
The purpose of this doctoral work is two-fold : update the tools for monitoring the performance used in the field of outdoor hospitality and explain their diversity by highlighting the key determinants of adoption of these tools. From an exploratory study of seven companies in this industry, we were able to strengthen and highlight a set of determinants completing our literature review. This led us to propose a model for measuring performance control practices gathered on 107 CEO of outdoor hospitality. Its statistical validity and reliability are confirmed by exploratory and confirmatory factor analyses. Model assumptions tested by parametric and non- parametric test reveal two types of tools for monitoring the performance in the sector. Seven internal and external determining factors explain the use of these tools. They anable us to develop two models to explain the performance control practices in outdoor hospitality : one based on the contingency theory, the other on the neo- institutional theory. The findings indicate that the profession range from efficiency research (fit) and legitimacy with some shading depending on the ownership structure.