Controlling Strategy

Management, Accounting, and Performance Measurement

Häftad, Engelska, 2005

Av Christopher S. Chapman, University of Oxford) Chapman, Christopher S. (, University Lecturer in Management Studies at the Said Business School, and Fellow in Accounting, Linacre College, Chris S. Chapman

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Ideas about the role of management accounting systems in a firm's strategy have changed in recent years, and this book explores the ways in which this has happened. Management control systems have frequently been seen as irrelevant to strategy, or even damaging. Controlling Strategy draws out the various ways in which management control systems can build and sustain valuable strategic roles. The book explores topics such as:*Strategic measurement;*Strategic data analysis;*The Balanced Scorecard;*Capital budgeting;*Strategy coordination;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.

Produktinformation

Utgivningsdatum2005-06-09
Mått156 x 233 x 12 mm
Vikt301 g
FormatHäftad
SpråkEngelska
Antal sidor208
FörlagOUP OXFORD
ISBN9780199280636

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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.

1. Controlling Strategy ; 2. Content and Process Approaches to Studying Strategy and Management Control Systems ; 3. The Promise of Management Control Systems for Innovation and Strategic Change ; 4. What do we Know About Management Control Systems and Strategy? ; 5. Moving from Strategic Measurement to Strategic Data Analysis ; 6. Management Control Systems and the Crafting of Strategy: A Practice-Based View ; 7. Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes ; 8. Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms