The M-form, in which a corporate parent manages relatively freestanding business units, was the most successful organizational design of the twentieth century. However, contemporary economic conditions call for designs that allow firms to exploit synergies across their business units and on this...

The traditional policy of most multinational corporations (MNC) with respect to their subsidiary boards was or even still is to reduce these boards through composition, information and superseding these through an integrated management system to the bare local legal requirements and not having...

Within the field of business administration, in research and in the practice of business, the issue of strategy execution lacks a generally accepted paradigm. Strategy execution so far has not received the attention it should be given in view of its critical role in the performance of the firm,...

In 1992 Kaplan and Norton introduced the balanced scorecard. They related this concept to the strategy map (2004) and a management system of strategy execution (2008). The balanced scorecard is an especially popular instrument with some managers, but is criticized and even abhorred by others....