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How management control affects the implementation of strategies in a decentralized organization: Focus on formal and informal control in the case of Atlas Copco
Dalarna University, School of Technology and Business Studies, Business Administration and Management.
2014 (English)In: Strategy, control and competitive advantage: Case study evidence / [ed] Jannesson, E.; Nilsson, F. och Rapp, B., Berlin Heidelberg: Springer, 2014, 59-83 p.Chapter in book (Refereed)
Abstract [en]

This chapter studies how the control systems of Atlas Copco, a Swedish industrial company, have changed and how different systems interact to implement strategies and achieve financial targets. More specifically, the chapter treats how formal management control is supplemented by informal control in order to implement strategies and achieve success.

Place, publisher, year, edition, pages
Berlin Heidelberg: Springer, 2014. 59-83 p.
National Category
Business Administration
Research subject
Complex Systems – Microdata Analysis
Identifiers
URN: urn:nbn:se:du-13216ISBN: 978-3-642-39133-0 (print)ISBN: 978-3-642-39134-7 (print)OAI: oai:DiVA.org:du-13216DiVA: diva2:660450
Available from: 2013-10-29 Created: 2013-10-29 Last updated: 2015-12-29Bibliographically approved

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CiteExportLink to record
Permanent link

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Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • chicago-author-date
  • chicago-note-bibliography
  • Other style
More styles
Language
  • de-DE
  • en-GB
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  • nn-NO
  • nn-NB
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  • Other locale
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Output format
  • html
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