Controlling Strategy: Management, Accounting, and Performance Measurement

Overview

Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book an indispensable guide to this area.
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Overview

Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book an indispensable guide to this area.
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Product Details

  • ISBN-13: 9780199280636
  • Publisher: Oxford University Press, USA
  • Publication date: 8/15/2005
  • Pages: 200
  • Product dimensions: 9.10 (w) x 6.10 (h) x 0.50 (d)

Meet the Author

Chris Chapman joined the 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.

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Table of Contents

1 Controlling strategy 1
2 Content and process approaches to studying strategy and management control systems 10
3 The promise of management control systems for innovation and strategic change 37
4 What do we know about management control systems and strategy? 62
5 Moving from strategic measurement to strategic data analysis 86
6 Management control systems and the crafting of strategy : a practice-based view 106
7 Strategies and organizational problems : constructing corporate value and coherence in balanced scorecard processes 125
8 Capital budgeting, coordination, and strategy : a field study of interfirm and intrafirm mechanisms 151
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