Read more
Zusatztext An indispensable guide for scholars and advanced students of accounting, strategy and management. Informationen zum Autor 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. Klappentext 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: q Strategic Management q Strategic data analysis q The Balanced Scorecard q Capital budgeting q Strategy coordination Written as an introduction to the strategic role of management control systems! Controlling Strategy provides a synthesis of current developments 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. Zusammenfassung Ideas about the role of management accounting systems in a firm's strategy have changed, and this book explores the ways in which this has happened. Written as an introduction to the strategic role of management control systems, it provides a synthesis of developments in the fields of strategy and management accounting. Inhaltsverzeichnis 1: Christopher S. Chapman: Controlling Strategy 2: Robert H. Chenhall: Content and Process Approaches to Studying Strategy and Management Control Systems 3: Tony Davila: The Promise of Management Control Systems for Innovation and Strategic Change 4: Kim Langfield-Smith: What do we Know About Management Control Systems and Strategy? 5: Christopher D. Ittner and Dave F. Larcker: Moving from Strategic Measurement to Strategic Data Analysis 6: Thomas Ahrens and Christopher S. Chapman: Management Control Systems and the Crafting of Strategy: A Practice-Based View 7: Allan Hansen and Jan Mouritsen: Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes 8: Peter Miller and Ted O'Leary: Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms ...
Summary
Ideas about the role of management accounting systems in a firm's strategy have changed, and this book explores the ways in which this has happened. Written as an introduction to the strategic role of management control systems, it provides a synthesis of developments in the fields of strategy and management accounting.
