Strategic Management Control in Theory and Practice

2020 ◽  
pp. 1-7
Author(s):  
Fredrik Nilsson ◽  
Carl-Johan Petri ◽  
Alf Westelius
Keyword(s):  
Strategic Management ◽  
Management Control ◽  
Theory And Practice

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

scholarly journals Unpacking the package

2015 ◽  
Vol 12 (4) ◽  
pp. 346-376 ◽  
Author(s):  
Mark Evans ◽  
Basil Phillip Tucker
Keyword(s):  
Organisational Change ◽  
Clean Energy ◽  
Management Control ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Informal Control ◽  
Content Type ◽  
Energy Company ◽  
Management Controls ◽  
Control Package

Purpose – The purpose of this paper is to explore the ways in which both formal and informal control, operating as a package, are implicated in responding to organisational change arising from the introduction of the Australian Federal Government’s Clean Energy Act (2011). Design/methodology/approach – This investigation is based on a review of archival data, and semi-structured interviews conducted with 15 staff at different hierarchical levels within an Australian renewable energy company. Findings – Although formal management control systems and informal control both played important roles in the organisation’s reorientation to organisational change, it was the latter form of control that predominated over the former. The influence of the prevailing organisational culture, however, was pivotal in orchestrating both formal and informal control efforts within this organisation. Originality/value – This study contributes to management control theory and practice in two ways: first, it provides much needed empirical evidence about the ways in which management controls act as a package; second, it offers insights into the relative importance of the components of a management control package in the context of a particular organisational change. In addition, it responds to Laughlin’s (1991) call for empirical “flesh” to be added to the skeletal framework he advocates to make this conceptualisation of organisational change, “more meaningful”.

scholarly journals Improving the Strategic Management of Investment Activities of Industrial Enterprises as a Factor for Sustainable Development in a Crisis

2019 ◽  
Vol 11 (23) ◽  
pp. 6667
Author(s):  
Vladimir Zhuravlyov ◽  
Tatyana Khudyakova ◽  
Natalia Varkova ◽  
Sergei Aliukov ◽  
Svetlana Shmidt
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Theory And Practice ◽  
Industrial Enterprise ◽  
Investment Policy ◽  
Management Model ◽  
Development Theory ◽  
Successful Implementation ◽  
Investment Strategies ◽  
Industrial Enterprises

This article discusses the problem of improving the strategic management of sustainable development in industrial enterprises in Russia. The shortcomings of the strategic management of industrial enterprises are due to the fall in the growth rates of the world and domestic economy, international sanctions, and the specifics of the development of socio-economic relations in the Russian Federation. The main problem of the research is related to the imperfection of the strategic management of the investment policy of the enterprise, which leads to a slowdown in the development of the company and a decrease in competitiveness. The main goal of the presented research is to develop proposals for improving the strategic management model for the development and implementation of investment strategies of an industrial enterprise. Based on the analysis of theoretical sources, gaps in research related to the topic and objectives of this work are highlighted. The methodological base of the research is determined, the basis of which are: system theory, systematic approach to managing a company’s sustainable development, theory and practice of modeling, strategic management, investment design. The improved model is proposed, which determines the interdependence of the strategic management of investment policy and the sustainable economic development of the company, presents the algorithm for managing the process of developing investment strategies in an industrial enterprise. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. There are proposals to improve the management model of insurance reserves of the company, reflecting the strategic aspects of investment activities necessary for the successful implementation of the course on sustainable development in an industrial company. The obtained results were tested by a number of Russian enterprises, which led to positive results of their activities, contributed to more sustainable development and strengthening of competitive positions.

Organizational lifecycle and strategic management accounting

2019 ◽  
Vol 15 (4) ◽  
pp. 580-604 ◽  
Author(s):  
Timur Pasch
Keyword(s):  
Strategic Management ◽  
Management Accounting ◽  
Development Stage ◽  
Management Control ◽  
Content Type ◽  
Performance Effect ◽  
Life Cycle Stages ◽  
Strategic Management Accounting ◽  
German Speaking ◽  
Organizational Lifecycle

Purpose This study aims to examine the relationship between organizational lifecycle stages, the adoption of strategic management accounting (SMA) practices and the performance consequences of SMA adoption. Design/methodology/approach The analysis is based on survey data from 377 firms operating in German speaking countries. Findings The author finds that the firms’ adoption rates of SMA increase from the birth to the revival lifecycle stages and drop at the decline stage. Firms that deviate from the optimal SMA profile have lower performance compared to the firms that do not deviate. The negative performance effect, however, is only significant for firms that have too little SMA practices and is not significant for firms that adopt too much SMA practices. Research limitations/implications These results suggest that firms that fail to implement a sufficient level of SMA suitable for their development stage will not develop as fast as their competitors. This study is subject to general limitations of survey research, particularly with respect to the operationalization of the variables, the number of contextual variables in the empirical model and sample coverage. Practical implications The implication for managerial practice is that greater efforts should be directed toward eliminating underfit than overfit regarding the implementation of management control systems. Originality/value This is the first analysis of the adoption of SMA at different life cycle stages and the consequences of misfitted adoption.

Questioning the epistemic virtue of strategy: The emperor has no clothes!

2011 ◽  
Vol 17 (4) ◽  
pp. 434-447 ◽  
Author(s):  
Steven French ◽  
Alexander Kouzmin ◽  
Stephen Kelly
Keyword(s):  
Strategic Management ◽  
Critical Analysis ◽  
Current Knowledge ◽  
Theory And Practice ◽  
Management Theory ◽  
Epistemic Virtue ◽  
Complex Environments ◽  
Further Development ◽  
Dominant Paradigm

AbstractA critical analysis of contemporary strategic management theory and practice suggests that modernist, linear thinking has facilitated the development of an abstracted reality which is misleading to managers and fundamentally flawed. It is argued that formulaic strategic tools such as those propounded by Porter fail to capture the reality of the complex environments that confront firms and falsely suggest that an answer can be derived from a predetermined toolbox.As an alternative to this dominant paradigm, the complexity of markets is presented not as something to be feared and ignored, but rather as a truth to be embraced. As a basis of taking this step, current knowledge on how complex environments work, perspectives on how they can be better understood and how people and organizations can engage within them, is presented. Ultimately it is recognised that both theoretical and practical foundations need significant, further development.

scholarly journals Establishing an intrapreneurial orientation as strategy: A framework for implementation

2001 ◽  
Vol 1 (1) ◽  
Author(s):  
H. Jacobs ◽  
S. Kruger
Keyword(s):  
Strategic Management ◽  
Point Of View ◽  
Theory And Practice ◽  
Implementation Phase ◽  
Integrate Theory

This paper describes a study aimed at increasing an organisation's ability to implement a strategy for establishing an intrapreneurial orientation effectively. Establishing an intrapreneurial orientation will be treated from a strategic management point of view, with the emphasis on the implementation phase of strategic management. As such, this study seeks to integrate theory and practice from the fields of strategic management and entrepreneurship.

scholarly journals Complexity, continuity, and strategic management of buyer–supplier relationships from a network perspective

2021 ◽  
Vol 17 (3) ◽  
pp. 189-226
Author(s):  
Martin Pech ◽  
◽  
Drahoš Vaněček ◽  
Jaroslava Pražáková ◽  
◽  
...  
Keyword(s):  
Supply Chain ◽  
Czech Republic ◽  
Supply Chain Management ◽  
Strategic Management ◽  
Theory And Practice ◽  
Supplier Relationships ◽  
The Czech Republic ◽  
Chain Management ◽  
Supplier Networks

PURPOSE: Current research seeks to create an economic model that connects strategic management and network theory. However, most theoretical models do not provide empirical evidence of network relationships’ real structure and attributes. The purpose of the paper is to explore the relation between enterprise characteristics and the characteristics of buyer–supplier relationships in supply chain networks. We are specifically interested in business relationships in networks with respect to the various enterprises’ sizes and sectors of industry. The subject of our research was characteristics, such as network relationship complexity, continuity of relationships, and strategic management in networks. The paper summarizes the results of an empirical study on buyer-supplier networks and accentuates the importance of developing and fostering business collaboration for strategic management. METHODOLOGY: We conducted the questionnaire research in 2016–2019 on 360 enterprises from the Czech Republic. We selected the research sample based on the non-probability purposive sampling method. The members of the research team collected data from an online survey and personal visits to enterprises. The statistical analysis of hypotheses is based on the frequency of managers’ answers. To evaluate results, a two-proportion Z-Test is used for comparing different categories of enterprises according to their enterprise size or prevailing sector of the industry. FINDINGS: The main results show that the differences between enterprises involved in the buyer–supplier structures lie mainly in their size. The survey did not identify differences between industry sectors. The findings show that the complexity of networks in the Czech Republic is not high in terms of the number of suppliers or involvement in many supply networks. The continuity of relationships with partners in buyer–supplier networks is relatively long-term oriented. Long-term partnerships reflect the higher quality of relationships and support future integration. However, large enterprises prefer to build contracts for shorter or longer periods. An overall decentralization strategy characterizes the strategic management of buyer–supplier networks. This finding means dividing competencies such as planning, managing, sourcing, decision-making, transporting (delivering) among more enterprises. IMPLICATIONS FOR THEORY AND PRACTICE: The paper provides an insight into understanding how the buyer–supplier network functions. The theory’s implication builds on the connection of supply chain management and strategic management from the network perspective. Supply chain management is viewed as a part of strategic management, and the synthesis of both research areas opens an innovative view to business theory. ORIGINALITY AND VALUE: The paper’s principal value is the connection between contemporary ideas of strategic management and supply chain management. The synthesis of supply chain management and network approach enhances strategic management theory.

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