Strategic Management Control: Successful Strategies Based on Dialogue and Collaboration
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Management for Professionals Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (148 pages) |
| ISBN: | 9783030386405 |
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| 245 | 1 | 0 | |a Strategic Management Control |b Successful Strategies Based on Dialogue and Collaboration |
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| 505 | 8 | |a Intro -- Preface -- Contents -- Editors and Contributors -- 1 Strategic Management Control in Theory and Practice -- 1.1 Introduction -- References -- 2 Illustrating an Organisation's Strategy as a Map -- 2.1 Introduction -- 2.2 A Brief Look Back-Where Do Strategy Maps Come from? -- 2.3 IT as a Strategic Theme in the Strategy Map -- 2.4 Parks and Resorts Scandinavia's Strategy Map-An Example to Learn from -- 2.4.1 The Parks and Resorts Strategy Map -- 2.4.2 The Development of the Parks and Resorts Strategy Map -- 2.4.3 The Link Between the Parks and Resorts Strategy Map and Its Balanced Scorecard -- 2.5 Strategy Maps as a Form of Visual Narration -- 2.5.1 Economizing on the Means of Expression -- 2.5.2 The Story Behind Two Storytelling Maps -- 2.6 Conclusions -- References -- 3 Painting the Relevant Organisation -- 3.1 Introduction -- 3.2 Different Worldviews, Different Responses -- 3.3 Network Theory -- 3.4 What Is a Reasonable Perspective? -- 3.5 Value Systems -- 3.6 Imaginary Organisations -- 3.7 Ecology Perspectives -- 3.8 Powers that Control Boundary Limitations -- 3.9 Conclusions -- References -- 4 Planning for Control and Evaluation -- 4.1 Introduction -- 4.2 Control -- 4.3 Evaluation -- 4.4 Metrics, Decisions and Responsibility -- 4.4.1 Metrics -- 4.4.2 Decisions -- 4.4.3 Responsibility -- 4.5 The Strategic Dialogue -- 4.6 From Budgetary Control to the Management Control Package -- 4.6.1 The Management Control Package -- 4.6.2 The Control Mix -- 4.7 IT as Enabler -- 4.8 Conclusions -- References -- 5 Strategic Pricing: The Relationship Between Strategy, Price Models and Product Cost -- 5.1 Introduction -- 5.2 The Connections Between Business Strategy, Business Models and Price Models -- 5.3 Dimensions of Price Models -- 5.3.1 StayTheNight-A Price Model Example -- 5.4 Pricing, Customer Value and Cost Structure | |
| 505 | 8 | |a 5.4.1 StayTheNight-An Illustrative Example -- 5.4.2 Use of the Value Creation Model -- 5.5 Conclusions -- References -- 6 Controlling and Being Controlled -- 6.1 Introduction -- 6.2 The Use of Control and the Voice of the Controlled -- 6.3 The Role of Accounting and the Risk of Overdose -- 6.4 Enabling Control with Dialogue -- 6.5 Prerequisites for Enabling Control with Dialogue -- 6.6 Conclusions -- References -- 7 The Controller's Role in Management Control Dialogues -- 7.1 Introduction -- 7.2 Management Control and Dialogue: What, Where and Between Whom? -- 7.3 The Role(s) of the Controller: Bookkeeper, Business Partner or Somewhere in Between? -- 7.4 The Controller and the Dialogue: Connecting Numbers, Operations and People -- 7.4.1 Alerting Dialogue: Defining the Magnitude of Problems -- 7.4.2 Problem-Solving Dialogue: Suggesting Solutions -- 7.4.3 Challenging Dialogue: Dispelling Myths and Highlighting the Unknown -- 7.4.4 Section Summary: Connecting Numbers, Operations and People -- 7.5 Some Keys to Management Control Dialogue: Physical Proximity and Subtle Communication -- 7.5.1 Physical Proximity Encourages Information Exchange -- 7.5.2 How Information Is Communicated Matters -- 7.6 Conclusions -- References -- 8 Management Control as Strategic Dialogue-A Memoir -- 8.1 What a Half-Century in Management Control Can Teach -- 8.2 A Perspective from the 1960s -- 8.2.1 Control Was New Yet Mature -- 8.2.2 Decentralization and Informed "Co-workers" -- 8.2.3 A Focus on Decisions -- 8.2.4 "Multiobjective Budgetary Planning" -- 8.3 Determinants for Control 50 Years Later -- 8.3.1 Disappointments and Renewed Efforts: Fast-Forward to the 1990s -- 8.3.2 Did Its Time Arrive? -- 8.3.3 Public and Private Dissolve -- 8.3.4 Controllership for the 21st Century -- 8.4 Interpreting, Preaching, and Practicing -- References -- 9 Conclusions | |
| 505 | 8 | |a 9.1 Strategic Management Control-Successful Strategies Based on Dialogue and Collaboration -- 9.2 Summarising Messages and Themes -- Index | |
| 650 | 4 | |a Controllership | |
| 700 | 1 | |a Petri, Carl-Johan |e Sonstige |4 oth | |
| 700 | 1 | |a Westelius, Alf |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Nilsson, Fredrik |t Strategic Management Control |d Cham : Springer International Publishing AG,c2020 |z 9783030386399 |
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Datensatz im Suchindex
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| author | Nilsson, Fredrik |
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| contents | Intro -- Preface -- Contents -- Editors and Contributors -- 1 Strategic Management Control in Theory and Practice -- 1.1 Introduction -- References -- 2 Illustrating an Organisation's Strategy as a Map -- 2.1 Introduction -- 2.2 A Brief Look Back-Where Do Strategy Maps Come from? -- 2.3 IT as a Strategic Theme in the Strategy Map -- 2.4 Parks and Resorts Scandinavia's Strategy Map-An Example to Learn from -- 2.4.1 The Parks and Resorts Strategy Map -- 2.4.2 The Development of the Parks and Resorts Strategy Map -- 2.4.3 The Link Between the Parks and Resorts Strategy Map and Its Balanced Scorecard -- 2.5 Strategy Maps as a Form of Visual Narration -- 2.5.1 Economizing on the Means of Expression -- 2.5.2 The Story Behind Two Storytelling Maps -- 2.6 Conclusions -- References -- 3 Painting the Relevant Organisation -- 3.1 Introduction -- 3.2 Different Worldviews, Different Responses -- 3.3 Network Theory -- 3.4 What Is a Reasonable Perspective? -- 3.5 Value Systems -- 3.6 Imaginary Organisations -- 3.7 Ecology Perspectives -- 3.8 Powers that Control Boundary Limitations -- 3.9 Conclusions -- References -- 4 Planning for Control and Evaluation -- 4.1 Introduction -- 4.2 Control -- 4.3 Evaluation -- 4.4 Metrics, Decisions and Responsibility -- 4.4.1 Metrics -- 4.4.2 Decisions -- 4.4.3 Responsibility -- 4.5 The Strategic Dialogue -- 4.6 From Budgetary Control to the Management Control Package -- 4.6.1 The Management Control Package -- 4.6.2 The Control Mix -- 4.7 IT as Enabler -- 4.8 Conclusions -- References -- 5 Strategic Pricing: The Relationship Between Strategy, Price Models and Product Cost -- 5.1 Introduction -- 5.2 The Connections Between Business Strategy, Business Models and Price Models -- 5.3 Dimensions of Price Models -- 5.3.1 StayTheNight-A Price Model Example -- 5.4 Pricing, Customer Value and Cost Structure 5.4.1 StayTheNight-An Illustrative Example -- 5.4.2 Use of the Value Creation Model -- 5.5 Conclusions -- References -- 6 Controlling and Being Controlled -- 6.1 Introduction -- 6.2 The Use of Control and the Voice of the Controlled -- 6.3 The Role of Accounting and the Risk of Overdose -- 6.4 Enabling Control with Dialogue -- 6.5 Prerequisites for Enabling Control with Dialogue -- 6.6 Conclusions -- References -- 7 The Controller's Role in Management Control Dialogues -- 7.1 Introduction -- 7.2 Management Control and Dialogue: What, Where and Between Whom? -- 7.3 The Role(s) of the Controller: Bookkeeper, Business Partner or Somewhere in Between? -- 7.4 The Controller and the Dialogue: Connecting Numbers, Operations and People -- 7.4.1 Alerting Dialogue: Defining the Magnitude of Problems -- 7.4.2 Problem-Solving Dialogue: Suggesting Solutions -- 7.4.3 Challenging Dialogue: Dispelling Myths and Highlighting the Unknown -- 7.4.4 Section Summary: Connecting Numbers, Operations and People -- 7.5 Some Keys to Management Control Dialogue: Physical Proximity and Subtle Communication -- 7.5.1 Physical Proximity Encourages Information Exchange -- 7.5.2 How Information Is Communicated Matters -- 7.6 Conclusions -- References -- 8 Management Control as Strategic Dialogue-A Memoir -- 8.1 What a Half-Century in Management Control Can Teach -- 8.2 A Perspective from the 1960s -- 8.2.1 Control Was New Yet Mature -- 8.2.2 Decentralization and Informed "Co-workers" -- 8.2.3 A Focus on Decisions -- 8.2.4 "Multiobjective Budgetary Planning" -- 8.3 Determinants for Control 50 Years Later -- 8.3.1 Disappointments and Renewed Efforts: Fast-Forward to the 1990s -- 8.3.2 Did Its Time Arrive? -- 8.3.3 Public and Private Dissolve -- 8.3.4 Controllership for the 21st Century -- 8.4 Interpreting, Preaching, and Practicing -- References -- 9 Conclusions 9.1 Strategic Management Control-Successful Strategies Based on Dialogue and Collaboration -- 9.2 Summarising Messages and Themes -- Index |
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| dewey-full | 658.15099999999995 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.15099999999995 |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:27Z |
| institution | BVB |
| isbn | 9783030386405 |
| language | English |
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| series2 | Management for Professionals Ser |
| spelling | Nilsson, Fredrik Verfasser aut Strategic Management Control Successful Strategies Based on Dialogue and Collaboration Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (148 pages) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- Editors and Contributors -- 1 Strategic Management Control in Theory and Practice -- 1.1 Introduction -- References -- 2 Illustrating an Organisation's Strategy as a Map -- 2.1 Introduction -- 2.2 A Brief Look Back-Where Do Strategy Maps Come from? -- 2.3 IT as a Strategic Theme in the Strategy Map -- 2.4 Parks and Resorts Scandinavia's Strategy Map-An Example to Learn from -- 2.4.1 The Parks and Resorts Strategy Map -- 2.4.2 The Development of the Parks and Resorts Strategy Map -- 2.4.3 The Link Between the Parks and Resorts Strategy Map and Its Balanced Scorecard -- 2.5 Strategy Maps as a Form of Visual Narration -- 2.5.1 Economizing on the Means of Expression -- 2.5.2 The Story Behind Two Storytelling Maps -- 2.6 Conclusions -- References -- 3 Painting the Relevant Organisation -- 3.1 Introduction -- 3.2 Different Worldviews, Different Responses -- 3.3 Network Theory -- 3.4 What Is a Reasonable Perspective? -- 3.5 Value Systems -- 3.6 Imaginary Organisations -- 3.7 Ecology Perspectives -- 3.8 Powers that Control Boundary Limitations -- 3.9 Conclusions -- References -- 4 Planning for Control and Evaluation -- 4.1 Introduction -- 4.2 Control -- 4.3 Evaluation -- 4.4 Metrics, Decisions and Responsibility -- 4.4.1 Metrics -- 4.4.2 Decisions -- 4.4.3 Responsibility -- 4.5 The Strategic Dialogue -- 4.6 From Budgetary Control to the Management Control Package -- 4.6.1 The Management Control Package -- 4.6.2 The Control Mix -- 4.7 IT as Enabler -- 4.8 Conclusions -- References -- 5 Strategic Pricing: The Relationship Between Strategy, Price Models and Product Cost -- 5.1 Introduction -- 5.2 The Connections Between Business Strategy, Business Models and Price Models -- 5.3 Dimensions of Price Models -- 5.3.1 StayTheNight-A Price Model Example -- 5.4 Pricing, Customer Value and Cost Structure 5.4.1 StayTheNight-An Illustrative Example -- 5.4.2 Use of the Value Creation Model -- 5.5 Conclusions -- References -- 6 Controlling and Being Controlled -- 6.1 Introduction -- 6.2 The Use of Control and the Voice of the Controlled -- 6.3 The Role of Accounting and the Risk of Overdose -- 6.4 Enabling Control with Dialogue -- 6.5 Prerequisites for Enabling Control with Dialogue -- 6.6 Conclusions -- References -- 7 The Controller's Role in Management Control Dialogues -- 7.1 Introduction -- 7.2 Management Control and Dialogue: What, Where and Between Whom? -- 7.3 The Role(s) of the Controller: Bookkeeper, Business Partner or Somewhere in Between? -- 7.4 The Controller and the Dialogue: Connecting Numbers, Operations and People -- 7.4.1 Alerting Dialogue: Defining the Magnitude of Problems -- 7.4.2 Problem-Solving Dialogue: Suggesting Solutions -- 7.4.3 Challenging Dialogue: Dispelling Myths and Highlighting the Unknown -- 7.4.4 Section Summary: Connecting Numbers, Operations and People -- 7.5 Some Keys to Management Control Dialogue: Physical Proximity and Subtle Communication -- 7.5.1 Physical Proximity Encourages Information Exchange -- 7.5.2 How Information Is Communicated Matters -- 7.6 Conclusions -- References -- 8 Management Control as Strategic Dialogue-A Memoir -- 8.1 What a Half-Century in Management Control Can Teach -- 8.2 A Perspective from the 1960s -- 8.2.1 Control Was New Yet Mature -- 8.2.2 Decentralization and Informed "Co-workers" -- 8.2.3 A Focus on Decisions -- 8.2.4 "Multiobjective Budgetary Planning" -- 8.3 Determinants for Control 50 Years Later -- 8.3.1 Disappointments and Renewed Efforts: Fast-Forward to the 1990s -- 8.3.2 Did Its Time Arrive? -- 8.3.3 Public and Private Dissolve -- 8.3.4 Controllership for the 21st Century -- 8.4 Interpreting, Preaching, and Practicing -- References -- 9 Conclusions 9.1 Strategic Management Control-Successful Strategies Based on Dialogue and Collaboration -- 9.2 Summarising Messages and Themes -- Index Controllership Petri, Carl-Johan Sonstige oth Westelius, Alf Sonstige oth Erscheint auch als Druck-Ausgabe Nilsson, Fredrik Strategic Management Control Cham : Springer International Publishing AG,c2020 9783030386399 |
| spellingShingle | Nilsson, Fredrik Strategic Management Control Successful Strategies Based on Dialogue and Collaboration Intro -- Preface -- Contents -- Editors and Contributors -- 1 Strategic Management Control in Theory and Practice -- 1.1 Introduction -- References -- 2 Illustrating an Organisation's Strategy as a Map -- 2.1 Introduction -- 2.2 A Brief Look Back-Where Do Strategy Maps Come from? -- 2.3 IT as a Strategic Theme in the Strategy Map -- 2.4 Parks and Resorts Scandinavia's Strategy Map-An Example to Learn from -- 2.4.1 The Parks and Resorts Strategy Map -- 2.4.2 The Development of the Parks and Resorts Strategy Map -- 2.4.3 The Link Between the Parks and Resorts Strategy Map and Its Balanced Scorecard -- 2.5 Strategy Maps as a Form of Visual Narration -- 2.5.1 Economizing on the Means of Expression -- 2.5.2 The Story Behind Two Storytelling Maps -- 2.6 Conclusions -- References -- 3 Painting the Relevant Organisation -- 3.1 Introduction -- 3.2 Different Worldviews, Different Responses -- 3.3 Network Theory -- 3.4 What Is a Reasonable Perspective? -- 3.5 Value Systems -- 3.6 Imaginary Organisations -- 3.7 Ecology Perspectives -- 3.8 Powers that Control Boundary Limitations -- 3.9 Conclusions -- References -- 4 Planning for Control and Evaluation -- 4.1 Introduction -- 4.2 Control -- 4.3 Evaluation -- 4.4 Metrics, Decisions and Responsibility -- 4.4.1 Metrics -- 4.4.2 Decisions -- 4.4.3 Responsibility -- 4.5 The Strategic Dialogue -- 4.6 From Budgetary Control to the Management Control Package -- 4.6.1 The Management Control Package -- 4.6.2 The Control Mix -- 4.7 IT as Enabler -- 4.8 Conclusions -- References -- 5 Strategic Pricing: The Relationship Between Strategy, Price Models and Product Cost -- 5.1 Introduction -- 5.2 The Connections Between Business Strategy, Business Models and Price Models -- 5.3 Dimensions of Price Models -- 5.3.1 StayTheNight-A Price Model Example -- 5.4 Pricing, Customer Value and Cost Structure 5.4.1 StayTheNight-An Illustrative Example -- 5.4.2 Use of the Value Creation Model -- 5.5 Conclusions -- References -- 6 Controlling and Being Controlled -- 6.1 Introduction -- 6.2 The Use of Control and the Voice of the Controlled -- 6.3 The Role of Accounting and the Risk of Overdose -- 6.4 Enabling Control with Dialogue -- 6.5 Prerequisites for Enabling Control with Dialogue -- 6.6 Conclusions -- References -- 7 The Controller's Role in Management Control Dialogues -- 7.1 Introduction -- 7.2 Management Control and Dialogue: What, Where and Between Whom? -- 7.3 The Role(s) of the Controller: Bookkeeper, Business Partner or Somewhere in Between? -- 7.4 The Controller and the Dialogue: Connecting Numbers, Operations and People -- 7.4.1 Alerting Dialogue: Defining the Magnitude of Problems -- 7.4.2 Problem-Solving Dialogue: Suggesting Solutions -- 7.4.3 Challenging Dialogue: Dispelling Myths and Highlighting the Unknown -- 7.4.4 Section Summary: Connecting Numbers, Operations and People -- 7.5 Some Keys to Management Control Dialogue: Physical Proximity and Subtle Communication -- 7.5.1 Physical Proximity Encourages Information Exchange -- 7.5.2 How Information Is Communicated Matters -- 7.6 Conclusions -- References -- 8 Management Control as Strategic Dialogue-A Memoir -- 8.1 What a Half-Century in Management Control Can Teach -- 8.2 A Perspective from the 1960s -- 8.2.1 Control Was New Yet Mature -- 8.2.2 Decentralization and Informed "Co-workers" -- 8.2.3 A Focus on Decisions -- 8.2.4 "Multiobjective Budgetary Planning" -- 8.3 Determinants for Control 50 Years Later -- 8.3.1 Disappointments and Renewed Efforts: Fast-Forward to the 1990s -- 8.3.2 Did Its Time Arrive? -- 8.3.3 Public and Private Dissolve -- 8.3.4 Controllership for the 21st Century -- 8.4 Interpreting, Preaching, and Practicing -- References -- 9 Conclusions 9.1 Strategic Management Control-Successful Strategies Based on Dialogue and Collaboration -- 9.2 Summarising Messages and Themes -- Index Controllership |
| title | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_auth | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_exact_search | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_exact_search_txtP | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_full | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_fullStr | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_full_unstemmed | Strategic Management Control Successful Strategies Based on Dialogue and Collaboration |
| title_short | Strategic Management Control |
| title_sort | strategic management control successful strategies based on dialogue and collaboration |
| title_sub | Successful Strategies Based on Dialogue and Collaboration |
| topic | Controllership |
| topic_facet | Controllership |
| work_keys_str_mv | AT nilssonfredrik strategicmanagementcontrolsuccessfulstrategiesbasedondialogueandcollaboration AT petricarljohan strategicmanagementcontrolsuccessfulstrategiesbasedondialogueandcollaboration AT westeliusalf strategicmanagementcontrolsuccessfulstrategiesbasedondialogueandcollaboration |