Titlebook: Strategic Management Control; Successful Strategie Fredrik Nilsson,Carl-Johan Petri,Alf Westelius Book 2020 The Editor(s) (if applicable) a

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书目名称Strategic Management Control影响因子(影响力)




书目名称Strategic Management Control影响因子(影响力)学科排名




书目名称Strategic Management Control网络公开度




书目名称Strategic Management Control网络公开度学科排名




书目名称Strategic Management Control被引频次




书目名称Strategic Management Control被引频次学科排名




书目名称Strategic Management Control年度引用




书目名称Strategic Management Control年度引用学科排名




书目名称Strategic Management Control读者反馈




书目名称Strategic Management Control读者反馈学科排名

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Painting the Relevant Organisation,hich entity should be the focus of strategic management control. Although the relevant organisation may be the whole, or some parts, of an organisation, it may also be a somewhat broader entity such as a joint venture, an imaginary (i.e. virtual) organisation, a network (Uppsala School network theor

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Planning for Control and Evaluation,ing management control system—especially one that is “strategic”—it can be expected that the metrics used, decisions being made and the responsibilities for these decisions are supporting strategy formulation and implementation. It is especially important that the structures and processes of the con

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,The Controller’s Role in Management Control Dialogues,ed in the accounting literature. Resting upon the assumption that controllers, at least on the business partner side of the spectrum, frequently engage in dialogue with operations managers, this chapter investigates what such dialogues, or “accounting talk”, may look like and what the role of the co

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,Management Control as Strategic Dialogue—A Memoir,tant and researcher. While many of the fundamental issues of organisation life remained the same, conditions changed. Methods that became influential later were proposed already in the 1970s, for instance multicriteria targets and mobilizing local knowledge in large organisations. Change has been sl

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Book 2020nd strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is