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Driving Strategic Change at Saab AB: The Use of New Control Practices
Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
2014 (English)In: Strategy, control and competitive advantage: Case study evidence / [ed] Jannesson, E., Nilsson, F. & Rapp, B., Berlin: Springer Berlin/Heidelberg, 2014, 1, 27-57 p.Chapter in book (Other academic)
Abstract [en]

There has long been a demand for research showing the significance of relationships between strategies and control for the competitive advantage of complex corporate groups (see for example Bhimani and Langfield-Smith 2007; Langfield-Smith 1997; Otley 1980). Moreover, a number of such studies have been conducted, but they have not adopted the holistic approach highlighted by Nilsson and Rapp (2005), where strategies and control are treated at the corporate, business and functional levels to obtain a true understanding of their importance. More specifically, the authors maintain that it is essential to establish strategic congruence (mutually coherent corporate, business and functional strategies) and integrated control (control systems with a flow of consistent information within and between the principal mechanisms of control) in order to be competitive

Place, publisher, year, edition, pages
Berlin: Springer Berlin/Heidelberg, 2014, 1. 27-57 p.
, Management for Professionals, ISSN 2192-8096
National Category
Business Administration
URN: urn:nbn:se:liu:diva-102873DOI: 10.1007/978-3-642-39134-7_2ISBN: 978-3-642-39133-0 (print)ISBN: 978-3-642-39134-7 (online)OAI: diva2:683500
Available from: 2014-01-04 Created: 2014-01-04 Last updated: 2014-01-23Bibliographically approved

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