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Towards A Comprehensive System Of Strategic Control

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  • John F. Preble

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 and 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.

Suggested Citation

  • John F. Preble, 1992. "Towards A Comprehensive System Of Strategic Control," Journal of Management Studies, Wiley Blackwell, vol. 29(4), pages 391-408, July.
    • Handle: RePEc:bla:jomstd:v:29:y:1992:i:4:p:391-408
    DOI: 10.1111/j.1467-6486.1992.tb00671.x
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    Cited by:

    1. Muralidharan, Raman, 1999. "Headquarters' scanning of the foreign subsidiary environment:: An empirical study," Journal of International Management, Elsevier, vol. 5(1), pages 35-54.
    2. Khalife, Joe J. & Abbas, Mohammad Al & Saab, Samer S., 2020. "Formation of policies guided by multivariable control theory," Operations Research Perspectives, Elsevier, vol. 7(C).
    3. Langfield-Smith, Kim, 1997. "Management control systems and strategy: A critical review," Accounting, Organizations and Society, Elsevier, vol. 22(2), pages 207-232, February.
    4. Grafton, Jennifer & Lillis, Anne M. & Widener, Sally K., 2010. "The role of performance measurement and evaluation in building organizational capabilities and performance," Accounting, Organizations and Society, Elsevier, vol. 35(7), pages 689-706, October.
    5. Ittner, Christopher D. & Larcker, David F., 1997. "Quality strategy, strategic control systems, and organizational performance," Accounting, Organizations and Society, Elsevier, vol. 22(3-4), pages 293-314.

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