Controlling For Competitiveness

Organizational strategies are important in today's highly competitive environments. Businesses, as well as public sector organizations, need a unifying logic, which emerges out of dialogue among its members and also guides their actions. An organization's 'control system' has potential to become a key to this. Controlling for Competitiveness describes how management control is crucial in mobilizing, using, and communicating the knowledge and skills of managers and employees. Controllers should design situation-specific control systems, assuring that actions will be based on appropriate information and incentives. Enterprise systems facilitate coordination and information exchange, thus enabling the development of a consistent and congruent strategy throughout the organization. The involvement of all levels of management - as well as most employees - in this process creates motivation and commitment to the organization's strategy. It also prepares for executing strategy through a creative use of metrics, decision tools, and clarified responsibilities. The book underlines the need to understand management control as part of the organization's control mix (control package). It provides numerous examples of how systems and people interact in shaping a strategic focus in private as well as publicly-owned organizations. In addition to the authors' research experiences, the book is based on recent interviews with 16 leading complex organizations in the private and public sector.

How should firms’ control systems be designed and used to formulate and implement strategies that will contribute to competitive advantage and sustained high performance? This book offers some thought-provoking suggestions. It contains empirical studies of such diverse manufacturing enterprises as Atlas Copco, Electrolux, Saab, Scania, SCA Packing and Volvo, as well as an insurance company and two chamber orchestras. All firms and organizations presented offer interesting and exciting insights, each in a specific way and each with a fascinating history. The book presents research on the relationship between strategy, control and competitive advantage over extended periods and at several strategic levels, while also taking into account the existence of multiple control systems in a single firm or other organization. Readers are offered an in-depth look into how changes in the environment lead to adjustments in strategies and control systems. It is shown, in addition, how difficult and challenging it can be to implement these changes, and why such efforts are not always successful. But perhaps most importantly, the book conveys an in-depth understanding of how strategies and control systems affect competitive advantage and performance. In both its coverage and focus, the book is unique. Not only does it provide valuable contributions to the research field of strategy and management control; it also represents a substantial commitment in terms of resources and involvement over an extended period. The book is highly recommended to researchers, practitioners, graduate students and all others interested in this area.

This text looks at contemporary research in strategic management with an emphasis on conceptual tools and skills created by scholars and practitioners in the field.

The essential history of the Strategic Arms Limitation Talks (SALT) during the Nixon Administration How did Richard Nixon, a president so determined to compete for strategic nuclear advantage over the Soviet Union, become one of the most successful arms controllers of the Cold War? Drawing on newly opened Cold War archives, John D. Maurer argues that a central purpose of arms control talks for American leaders was to channel nuclear competition toward areas of American advantage and not just international cooperation. While previous accounts of the Strategic Arms Limitation Talks (SALT) have emphasized American cooperative motives, Maurer highlights how Nixon, National Security Advisor Henry Kissinger, and Secretary of Defense Melvin Laird shaped negotiations, balancing their own competitive interests with proponents of cooperation while still providing a coherent rationale to Congress. Within the arms control agreements, American leaders intended to continue deploying new weapons, and the arms control restrictions, as negotiated, allowed the United States to sustain its global power, contain communism, and ultimately prevail in the Cold War.

This book is about competitive advantage and how it is created at the company level. Our theoretical starting point is that the alignment of strategies and control systems affects the firm's chances of successfully positioning itself in its chosen area of competition. The firm is in a better position to concentrate on activities that create value for the customer if its strategies and control systems are mutually consistent and adapted to expected external demands. This book is thus a contribution to the literature that treats competitive advantage on the basis of the match between the environment and internal resources. Our ambition has been to provide additional knowledge in the area through a comprehensive discussion on co-ordination and integration of strategies and control systems.

This book is about competitive advantage and how it is created at the company level. It is based on the premise that the alignment of strategies and control systems affects the firm`s chances of successfully positioning itself in its chosen arena of competition. The firm is in a better position to concentrate on activities that create value for the customer if its strategies and control systems are mutually consistent and adapted to expected external demands. The authors believe that the co-ordination and integration of strategies and control systems will provide a necessary, and long-overdue, expansion of knowledge in the area.

Why are policies of internet control adopted in a democratic state, while internet freedom is guaranteed in a more authoritarian context? In this work on the comparative politics of internet control, it is argued that regime type per se is not the direct determinant of the internet control outcome. Instead, the book proposes an alternative model that addresses the intensity of online transgressiveness and the capacity of online civil society. While online transgressiveness propels governments to seek internet control strategies, online civil society represents an inhibiting force, the cohesiveness of which determines the extent to which societal resistance against internet censorship might succeed. Through detailed studies of Malaysia, Thailand and Indonesia, Competitive Political Regime and Internet Control shows that online transgressiveness and civil society capacity collectively shape the outcomes of internet control. In this way, the book provides a new framework for understanding the practice of internet control, which has become a hot topic in the study of internet politics and regime types more generally. It also speaks to the broad literature on Southeast Asian politics, as well as that on democratization.