A field research, commissioned by the Dutch Foundation for Management Studies, on the state of the application of the concept of business unit-organization (M-form) in the Netherlands, has produced some noteworthy results. Through interviews with 36 organizations, most for-profit companies...

In the literature for strategic management a number of authors have explained in which ways information and communication technology (ICT) is being deployed in the strategy of the firm. In management books and articles in management journals a variety of cases have been described how specific...

In studies of corporate governance by default, information asymmetry is assumed, based on the principle-agent theory, between investors and executives, and also by default it is assumed that executives have superior information over investors. In this paper I apply the more rich theory of...

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...

Increasingly executives and non-executives start to grumble about a governance system that forces them to spend all their time on compliance, risk management and proper reporting. In fact, the real task of a governance system is to foster growth. Good corporate governance contributes to growth...

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....