Towards a comprehensive system of strategic control

Article Abstract:

New strategic initiatives often take several years to execute fully and relatively few succeed. Unfortunately, classical control processes have contributed to this situation because they have been designed as feedback systems that detect problems and deviations from planned results only after they have already occurred, and because the standards to which measurements are compared are assumed to be correct or good. Recent conceptual contributors to the strategic control literature have argued for anticipatory feedforward controls, that recognize a rapidly changing and uncertain external environment. These new systems are designed to operate on a continuous basis, checking and critically evaluating assumptions, strategies, and results. This article adds to these conceptual developments by providing an explicit strategic control component to deal with low probability, high impact threatening events namely, special alert control. In an effort to make all the latest strategic control components operationally useful, mechanisms, methods, and approaches to their efficient implementation are presented and then summarized in tabular form. An overall strategic control process diagram is provided to act as a guide for future strategic control systems. The result is a more comprehensive and workable system of strategic control. (Reprinted by permission of the publisher.)

Methods, Strategic planning (Business)

---

Management as a professional discipline

Article Abstract:

The development of a management model and the usefulness of the model are discussed.

United Kingdom, Econometrics & Model Building, Econometrics, Business models

---

The recontextualization of management: a discourse-based approach to analysing the development of management thinking

Article Abstract:

The development of management methods is discussed.

Management & Information Science, History

Similar abstracts:

• Abstracts: Teamocracy and project management: a conundrum. Integrated project development teams: another fad ... or a permanent change?
• Abstracts: Toward a theory of strategic change: a multi-lens perspective and integrative framework. Complexifying organizational theory: illustrations using time research
• Abstracts: R&D networks and innovation: decentalised product development in multinational enterprises. Why are there glitches in product development?
• Abstracts: Market segmentation in scientific publications: research patterns in American vs European management journals
• Abstracts: A formal model of trust based on outcomes. The impact of new product introductions on the market value of firms

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.