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Linking Strategy and Inter-organizational Relationships: The Case of Volvo and Scania

In: Strategy, Control and Competitive Advantage

Author

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  • Zita Ambrutytė

Abstract

Strategic congruence and integrated control to improve strategy continuously are seen as one of the ways towards creating competitive advantage and is the central theme of this book (Nilsson et al. 2011; Nilsson and Rapp 2005). This chapter extends the discussion in Chap. 4 in this volume, presenting Scania as an example of how strategic awareness and priorities are conveyed by the integrated management controls of the organization. The example of Scania is further explored in a discussion on how different strategies adopted by two companies result in different control systems for managing inter-organizational supplier relationships. Scania’s truck manufacturing is compared to Volvo’s truck business, which has also demonstrated sustainable management control systems and a strong culture of strategic planning and performance controls leading to goal achievement.

Suggested Citation

  • Zita Ambrutytė, 2014. "Linking Strategy and Inter-organizational Relationships: The Case of Volvo and Scania," Management for Professionals, in: Erik Jannesson & Fredrik Nilsson & Birger Rapp (ed.), Strategy, Control and Competitive Advantage, edition 127, chapter 7, pages 163-187, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-642-39134-7_7
    DOI: 10.1007/978-3-642-39134-7_7
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