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Controlling Strategy: Management, Accounting, and Performance Measurement Book

Controlling Strategy: Management, Accounting, and Performance Measurement
Controlling Strategy: Management, Accounting, and Performance Measurement, , Controlling Strategy: Management, Accounting, and Performance Measurement has a rating of 4 stars
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  • Controlling Strategy: Management, Accounting, and Performance Measurement
  • Written by author Chris S. Chapman
  • Published by Oxford University Press, USA, August 2005
  • 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 da
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Authors

1. Controlling Strategy, Christopher S. Chapman
2. Content and Process Approaches to Studying Strategy and Management Control Systems, Robert H. Chenhall
3. The Promise of Management Control Systems for Innovation and Strategic Change, Tony Davila
4. What do we Know About Management Control Systems and Strategy?, Kim Langfield-Smith
5. Moving from Strategic Measurement to Strategic Data Analysis, Christopher D. Ittner and Dave F. Larcker
6. Management Control Systems and the Crafting of Strategy: A Practice-Based View, Thomas Ahrens and Christopher S. Chapman
7. Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes, Allan Hansen and Jan Mouritsen
8. Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms, Peter Miller and Ted O'Leary


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