Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisation’s unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatically be executed and obeyed throughout the organisation. Instead, they highlight the importance of dialogue and collaboration, both between hierarchical levels within the organisation and between actors in the network. Such communication is essential to making management control processes both strategic and successful. The book follows a clear structure, from the design of strategies to the everyday evaluation and discussion of performance and results. Though primarily intended for professionals working in strategy and management control at organisations, it will also benefit students and academics interested in strategy and management control.

Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.

In Strategic Management: Theory and Practice, Fourth Edition, John A. Parnell leads readers through detailed, accessible coverage of the strategic management field. Concise and easy to understand chapters address concepts sequentially, from external and internal analysis to strategy formulation, strategy execution, and strategic control. Rather than relegating case analysis to a chapter at the end of the book, Parnell aligns each chapter's key concepts with 25 case analysis steps. Current examples and high interest real-time cases, largely drawn from The Wall Street Journal and Financial Times, illustrate the key role of strategic management in the United States and around the world.

Kim Warren presents a complete framework in the field of Strategic Management. The book combines theory with clearly illustrated examples to examine the concept of financial performance and the tools that can be used to improve it.

Based on a ten-year examination of control systems in over 50 U.S. businesses, this book broadens the definition of control and establishes a critical bridge between the disciplines of strategy and accounting and control. In addition to the more traditional diagnostic control systems, Simons identifies three new control systems that allow strategic change: belief systems that communicate core values and provide inspiration and direction, boundary systems that frame the strategic domain and define the limits of freedom, and interactive systems that provide flexibility in adapting to competitive environments and encourage organizational learning. These four control systems, according to Simons, will provide managers with the basic levers for pursuing strategic objectives.

After summarizing the assumptions and evaluative methodology behind mainstream strategic theory, the study describes the current decentralized command and control system that, under conditions of surprise attack, could be unable to communicate with decision makers or with units responsible for executing the decisions.

Gives chapter outline to indicate the topics covered in each chapter. Provides diagrams and tables to illustrate the text. Includes examples from Indian organisations. Incorporates chapter-end summary for quick recapitulation. Gives test questions culled from MBA, M.Com and BBA examinations Includes case studies at the end of every chapter. This textbook is designed for the students of MBA and M.Com. Besides, it will also be useful to the students of MHROD, MIB and MBE. Students of postgraduate diploma in global business operations, chartered accountancy and BBA will also find this book useful.

This text book is written for Strategic Decision makers, aspiring managers and for management students. This textbook guides readers through the core components of Strategic Management concepts, external and internal analysis and puts them in the manager's chair, challenging them to apply their understanding to solve major business problems such as entering into the new market, entering into strategic alliances, hostile takeovers, mergers and acquisitions. The book's central theme, supported by extensive analysis and the need of the hour, i.e., SWOT Analysis which is heavily driven by Changes taking place in macro and micro environment. The coverage also includes Porter’s generic Strategies, Porter’s five forces model, corporate strategies, business strategies, balance scorecard, benchmarking, etc. The book contains questions for discussion and evaluation at the end of each chapter and provides the following points for the benefit of the readers:  Presents the core course material in an informal, narrative style that puts readers in the manager's chair.  Focuses readers on practical issues and leads them to work through situations as if they were the managers (or employee, as the case may be).

When Fortune Magazine estimated that 70% of all strategies fail, it also noted that most of these strategies were basically sound, but could not be executed. The central premise of Strategic Project Management Made Simple is that most projects and strategies never get off the ground because of adhoc, haphazard, and obsolete methods used to turn their ideas into coherent and actionable plans. Strategic Project Management Made Simple is the first book to couple a step-by-step process with an interactive thinking tool that takes a strategic approach to designing projects and action initiatives. Strategic Project Management Made Simple builds a solid platform upon four critical questions that are vital for teams to intelligently answer in order to create their own strong, strategic foundation. These questions are: 1. What are we trying to accomplish and why? 2. How will we measure success? 3. What other conditions must exist? 4. How do we get there? This fresh approach begins with clearly understanding the what and why of a project - comprehending the bigger picture goals that are often given only lip service or cursory reviews. The second and third questions clarify success measures and identify the risky assumptions that can later cause pain if not spotted early. The how questions - what are the activities, budgets, and schedules - comes last in our four-question system. By contrast, most project approaches prematurely concentrate on the how without first adequately addressing the three other questions. These four questions guide readers into fleshing out a simple, yet sophisticated, mental workbench called "the Logical Framework" - a Systems Thinking paradigm that lays out one's own project strategy in an easily accessible, interactive 4x4 matrix. The inclusion of memorable features and concepts (four critical questions, LogFrame matrix, If-then thinking, and Implementation Equation) make this book unique.