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How new top managers use control systems as levers of strategic renewal

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Tag12Value
LDR  00000nab a2200000 i 4500
001  MAP20071021984
003  MAP
005  20080418120620.0
007  hzruuu---uuuu
008  950310e19940301gbr|||| | |00010|eng d
040  ‎$a‎MAP‎$b‎spa
084  ‎$a‎922.111.3
1001 ‎$0‎MAPA20080115951‎$a‎Simons, Robert
24510‎$a‎How new top managers use control systems as levers of strategic renewal‎$c‎Robert Simons
520  ‎$a‎This research is a longitudinal study of 10 newly-appointed top managers; the research focuses on understanding their business vision and strategy and how they use formal control systems as levers of strategic change and renewal. The results reported in the paper are based on data collected over a period of approximately 18 months following the appointement of each new manager. Analysis of the data suggests that control systems are important levers used to manage both evolutionary change. In situations of strategic change, control systems are used by top managers to formalize beliefs, set boundaris on acceptable strategic behavior, define and measure critical performance variables, and motivate debate and discussion about strategic uncertainties. In addition to traditional measuring and monitoring functions, control systems are used by top managers to overcome organizational inertia; communicate new strategic agendas; establish implementation timetables and targets; and ensure continuing attention to new strategic initiatives
65011‎$0‎MAPA20080584337‎$a‎Control de gestión
65011‎$0‎MAPA20080555061‎$a‎Management
65011‎$0‎MAPA20080600938‎$a‎Dirección de empresas
65011‎$0‎MAPA20080605742‎$a‎Directivos de empresas
65011‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
65011‎$0‎MAPA20080589417‎$a‎Cambio organizativo
7400 ‎$a‎Strategic management journal
7730 ‎$w‎MAP20077100307‎$t‎Strategic management journal‎$d‎Chichester [etc.]‎$g‎nº 3, March 1994 ; p. 169-189