Strategy, Control and Competitive Advantage : Case Study Evidence
edited by Erik Jannesson, Fredrik Nilsson, Birger Rapp
| Year of publication: |
2014
|
|---|---|
| Authors: | Jannesson, Erik |
| Other Persons: | Nilsson, Fredrik (ed.) ; Rapp, Birger (ed.) |
| Publisher: |
Berlin, Heidelberg : Springer Berlin Heidelberg |
| Subject: | Controlling | Management control | Strategisches Management | Strategic management | Wettbewerbsvorteil | Competitive advantage | Europa | Europe |
| Description of contents: | Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (X, 271 p. 24 illus, online resource) |
|---|---|
| Series: | |
| Type of publication: | Book / Working Paper |
| Type of publication (narrower categories): | Fallstudiensammlung |
| Language: | English |
| Notes: | Description based upon print version of record Preface; Contents; About the Authors; 1: Introduction to the Cases: Theories, Concepts and Models; 1.1 Introduction; 1.2 The General Model; 1.3 The Environment; 1.4 Strategic Congruence; 1.5 Integrated Control; 1.6 Competitive Advantage and Performance; 1.7 The Tentative Model; 1.7.1 The Portfolio Manager; 1.7.2 The Activity Sharer; 1.8 Summary; References; 2: Driving Strategic Change at Saab AB: The Use of New Control Practices; 2.1 Introduction; 2.2 Exposure to Competition and Its Importance to a Company´s Competitive Advantage; 2.3 Saab´s Business and the Changed Environment 2.3.1 Saab´s Environment, Strategies and Control Systems in the Mid-1990s2.3.2 Radical Change in Saab´s Environment (from 1995 on); 2.4 Changes in Saab´s Strategies and Control; 2.4.1 From Conglomerate to ``One Saab´´ (from 2001 on); 2.4.2 From a Single Principal Customer to Many Customers: Focus on Exports (from 2003 on); 2.4.3 From Customer Financing to More Self-Financed Development (from 2007 on); 2.4.4 From ``Government Agency´´ to New Business Thinking: Toward Integrated Control (from 2003 on); 2.4.5 Saab´s Competitive Advantage and Performance (from 1995 on); References 3: How Management Control Affects the Implementation of Strategies in a Decentralized Organization: Focus on Formal and Inform...3.1 Introduction; 3.2 Formal and Informal Mechanisms of Control; 3.3 The Case of Atlas Copco; 3.3.1 Decentralization/Divisionalization (1980-1989); The Company´s Strategic Development 1980-1989; Formal Management Control 1980-1989; Informal Control 1980-1989; Company Performance 1980-1989; 3.3.2 Controlled Diversification (1990-1999); Strategic Development of the Company 1990-1999; Formal Management Control 1990-1999; Informal Control 1990-1999 Company Performance 1990-19993.3.3 Less Cyclical Dependence and More Globalization (2000-2011); The Company´s Strategic Development 2000-2011; Formal Management Control 2000-2011; Informal Control 2000-2011; Company Performance 2000-2011; References; 4: Success Through Consistent Strategy: How Does Scania´s Management Control Matter?; 4.1 Introduction; 4.2 Influencing Employee Behaviour: Metrics-Decisions-Responsibility; 4.3 The Scania Case 1992-2011; 4.3.1 Company Description; 4.3.2 Strategy and Control at Scania: Organically Evolved Coherence? Control at Scania 1992-2006: General CharacteristicsControl at Scania in 2011; 4.3.3 A Closer Look: Strategy, Operating Practices and Control at Scania; 4.3.4 Themes in Scania´s Control; Cross-Functional and Cross-Echelon Meetings and Long-Term In-House Careers; Integration Between Production and Financial Controls, with Emphasis on Non-financial Metrics; Decisions on Volumes etc. Cascaded from Strategic Updates; 4.3.5 How Different Controls Interrelate; References; 5: Changing Strategies and Control Systems at a German Insurance Company; 5.1 Introduction 5.2 Strategic Congruence, Integrated Control and Organizational Structure in Service Industry |
| ISBN: | 978-3-642-39134-7 ; 978-3-642-39133-0 |
| Other identifiers: | 10.1007/978-3-642-39134-7 [DOI] |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10014017063