000			02054nam a22002297a 4500
999			_c4064 _d4064
005			20221201104956.0
008			221201b ||||| |||| 00| 0 eng d
020			_a9783030386429
082			_a658.4013 _bFRE
100			_aFredrik Nilsson  _99269
245			_aStrategic management control: _bsuccessful strategies based on dialogue and collaboration
260			_bSpringer _aSwitzerland _c2020
300			_ax, 145 p.
365			_aEURO _b49.99
520			_aAbout this book Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisation’s unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatically be executed and obeyed throughout the organisation. Instead, they highlight the importance of dialogue and collaboration, both between hierarchical levels within the organisation and between actors in the network. Such communication is essential to making management control processes both strategic and successful. The book follows a clear structure, from the design of strategies to the everyday evaluation and discussion of performance and results. Though primarily intended for professionals working in strategy and management control at organisations, it will also benefit students and academics interested in strategy and management control.
650			_aStrategic planning _9291
650			_aControllership _910390
650			_aProduction management _9434
700			_aWestelius, Alf _910391
700			_aPetri, Carl-Johan _910392
942			_2ddc _cBK