Controlling Strategy

Management, Accounting, and Performance Measurement
Erscheinungsjahr 2005
ISBN: 978-0-19-928323-1
Verlag: OUP Oxford

Buch, Englisch, 208 Seiten, Print PDF, Format (B × H): 161 mm x 240 mm, Gewicht: 476 g

Draws out the various ways in which management control systems can build and sustain strategy
- Explores topics such as strategic measurement, strategic data analysis, the Balanced Scorecard, capital budgeting, and strategy coordination

- Written as an introduction to the topic

- Provides a synthesis of importat work in the fields of strategy and management accounting

- Contributions from leading international academics

Contents

- 1 Christopher S. Chapman: Controlling Strategy

- 2 Robert H. Chenhall: Content and Process Approaches to Studying Strategy and Management Control Systems

- 3 Tony Davila: The Promise of Management Control Systems for Innovation and Strategic Change

- 4 Kim Langfield-Smith: What do we Know About Management Control Systems and Strategy?

- 5 Christopher D. Ittner and Dave F. Larcker: Moving from Strategic Measurement to Strategic Data Analysis

- 6 Thomas Ahrens and Christopher S. Chapman: Management Control Systems and the Crafting of Strategy: A Practice-Based View

- 7 Allan Hansen and Jan Mouritsen: Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes

- 8 Peter Miller and Ted O'Leary: Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms

Zielgruppe

Academics and Advanced Students of Accounting, Strategy, and Management Studies

Autoren/Hrsg.

Chapman, Christopher S.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensfinanzen Betriebliches Rechnungswesen
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensfinanzen Controlling, Wirtschaftsprüfung, Revision
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

- 1: Christopher S. Chapman: Controlling Strategy

- 2: Robert H. Chenhall: Content and Process Approaches to Studying Strategy and Management Control Systems

- 3: Tony Davila: The Promise of Management Control Systems for Innovation and Strategic Change

- 4: Kim Langfield-Smith: What do we Know About Management Control Systems and Strategy?

- 5: Christopher D. Ittner and Dave F. Larcker: Moving from Strategic Measurement to Strategic Data Analysis

- 6: Thomas Ahrens and Christopher S. Chapman: Management Control Systems and the Crafting of Strategy: A Practice-Based View

- 7: Allan Hansen and Jan Mouritsen: Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes

- 8: Peter Miller and Ted O'Leary: Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms

Über Autor(innen)

Christopher S. Chapman joined Saïd Business School in 1996 where he is now head of the accounting group. Previously he studied and taught at the London School of Economics. His PhD (also gained at the LSE), 'Accountants in Organisational Networks' was the first foreign thesis to win an outstanding dissertation award from the American Accounting Association. Chris is a member of the Science Committee of the European Institute for Advanced Studies in Management and sits on the editorial boards of Accounting, Organizations and Society, Contemporary Accounting Research and Journal of Management Accounting Research.