000 | 04244nam a22004935i 4500 | ||
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001 | 978-3-642-39134-7 | ||
003 | DE-He213 | ||
005 | 20140220082518.0 | ||
007 | cr nn 008mamaa | ||
008 | 131024s2014 gw | s |||| 0|eng d | ||
020 |
_a9783642391347 _9978-3-642-39134-7 |
||
024 | 7 |
_a10.1007/978-3-642-39134-7 _2doi |
|
050 | 4 | _aHD28-70 | |
072 | 7 |
_aKJC _2bicssc |
|
072 | 7 |
_aBUS041000 _2bisacsh |
|
082 | 0 | 4 |
_a658.4092 _223 |
100 | 1 |
_aJannesson, Erik. _eeditor. |
|
245 | 1 | 0 |
_aStrategy, Control and Competitive Advantage _h[electronic resource] : _bCase Study Evidence / _cedited by Erik Jannesson, Fredrik Nilsson, Birger Rapp. |
264 | 1 |
_aBerlin, Heidelberg : _bSpringer Berlin Heidelberg : _bImprint: Springer, _c2014. |
|
300 |
_aX, 271 p. 24 illus. _bonline resource. |
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336 |
_atext _btxt _2rdacontent |
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337 |
_acomputer _bc _2rdamedia |
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338 |
_aonline resource _bcr _2rdacarrier |
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347 |
_atext file _bPDF _2rda |
||
490 | 1 |
_aManagement for Professionals, _x2192-8096 |
|
505 | 0 | _a1 Introduction to the cases: Theories, concepts and models -- 2 Driving Strategic change at Saab AB: The use of new control practices -- 3 How management control affects the implementation of strategies in a decentralized organization: Focus on formal and informal control in the case of Atlas Copco -- 4 Success through consistent strategy: How does Scania's management control matter ?.- 5 Changing strategies and control systems at a German insurance company -- 6 Strategy, management control and organizational design: Empirical illustrations from SCA Packaging -- 7 Linking Strategy and inter-organizational relationship: The case of Volvo and Scania -- 8 The role of IT systems in the strategy process: The case of Electrolux -- 9 Fundings, strategies and management control systems: Empirical evidence from two chamber orchestras -- 10 Conclusions and implications. | |
520 | _aHow should firms’ control systems be designed and used to formulate and implement strategies that will contribute to competitive advantage and sustained high performance? This book offers some thought-provoking suggestions. It contains empirical studies of such diverse manufacturing enterprises as Atlas Copco, Electrolux, Saab, Scania, SCA Packing and Volvo, as well as an insurance company and two chamber orchestras. All firms and organizations presented offer interesting and exciting insights, each in a specific way and each with a fascinating history. The book presents research on the relationship between strategy, control and competitive advantage over extended periods and at several strategic levels, while also taking into account the existence of multiple control systems in a single firm or other organization. Readers are offered an in-depth look into how changes in the environment lead to adjustments in strategies and control systems. It is shown, in addition, how difficult and challenging it can be to implement these changes, and why such efforts are not always successful. But perhaps most importantly, the book conveys an in-depth understanding of how strategies and control systems affect competitive advantage and performance. In both its coverage and focus, the book is unique. Not only does it provide valuable contributions to the research field of strategy and management control; it also represents a substantial commitment in terms of resources and involvement over an extended period. The book is highly recommended to researchers, practitioners, graduate students and all others interested in this area. | ||
650 | 0 | _aEconomics. | |
650 | 0 | _aIndustrial management. | |
650 | 0 | _aBusiness planning. | |
650 | 1 | 4 | _aEconomics/Management Science. |
650 | 2 | 4 | _aBusiness Strategy/Leadership. |
650 | 2 | 4 | _aManagement/Business for Professionals. |
650 | 2 | 4 | _aOrganization/Planning. |
700 | 1 |
_aNilsson, Fredrik. _eeditor. |
|
700 | 1 |
_aRapp, Birger. _eeditor. |
|
710 | 2 | _aSpringerLink (Online service) | |
773 | 0 | _tSpringer eBooks | |
776 | 0 | 8 |
_iPrinted edition: _z9783642391330 |
830 | 0 |
_aManagement for Professionals, _x2192-8096 |
|
856 | 4 | 0 | _uhttp://dx.doi.org/10.1007/978-3-642-39134-7 |
912 | _aZDB-2-SBE | ||
999 |
_c93301 _d93301 |