Controlling Strategy: Management, Accounting, and Performance Measurement

by Chris S. Chapman, Christopher S. Chapman

Overview

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.

Product Details

ISBN-13:	9780199283231
Publisher:	OUP Oxford
Publication date:	08/11/2005
Pages:	200
Product dimensions:	9.30(w) x 6.00(h) x 0.70(d)

About the Author

Chris Chapman joined the 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.

Table of Contents

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