Controlling Strategy: Management, Accounting, and Performance Measurement by Christopher S. ChapmanControlling Strategy: Management, Accounting, and Performance Measurement by Christopher S. Chapman

Controlling Strategy: Management, Accounting, and Performance Measurement

EditorChristopher S. Chapman

Paperback | June 15, 2005

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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:*Strategic measurement;*Strategic data analysis;*The Balanced Scorecard;*Capital budgeting;*Strategy coordination;Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book anindispensable guide to this area.
Christopher S. Chapman joined Said 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 ...
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Title:Controlling Strategy: Management, Accounting, and Performance MeasurementFormat:PaperbackDimensions:208 pages, 9.21 × 6.14 × 0.48 inPublished:June 15, 2005Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199280630

ISBN - 13:9780199280636

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Table of Contents

1. Christopher S. Chapman: Controlling Strategy2. Robert H. Chenhall: Content and Process Approaches to Studying Strategy and Management Control Systems3. Tony Davila: The Promise of Management Control Systems for Innovation and Strategic Change4. 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 Analysis6. Thomas Ahrens and Christopher S. Chapman: Management Control Systems and the Crafting of Strategy: A Practice-Based View7. Allan Hansen and Jan Mouritsen: Strategies and Organizational Problems: Construcing Corporate Value and Coherence in Balanced Scorecard Processes8. Peter Miller and Ted O'Leary: Capital Budgeting, Coordination, and Strategy: A Field Study of Inter-Firm and Intra-Firm Mechanisms