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Strategic Control

In: Neo Strategic Management

Author

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  • M. S. S. El Namaki

    (VU School of Management)

Abstract

Strategic control means different things to different people. Some definitions resort to the popular and others seek safety into the familiar. Some place the issue within the management control framework (Anthony, Management Control System. McGraw-Hill School Education Group, ISBN. 0256131554, 9780256131550, 1994). Others position it within a “balanced score card” framework implying that the balanced score card provides a “strategic control systems that measure efficiency, quality, innovation and customer response” (Kaplan and Norton, The Balanced Scorecard—Measures That Drive Performance, Harvard Business Review, 1992). Some others make it even simpler by stating that strategic control is “the process by which managers monitor the ongoing activities of an organization and its members and take corrective action to improve performance when needed” (Hill and Jones, Strategic Management Theory, An Integrated Approach, 6th ed., Houghton, 2004). None of these tackles the core issue of dynamic change and organization fitness within a new set of realities. This will be the focus of this chapter.

Suggested Citation

  • M. S. S. El Namaki, 2023. "Strategic Control," Springer Books, in: Neo Strategic Management, chapter 15, pages 151-156, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-37208-7_15
    DOI: 10.1007/978-3-031-37208-7_15
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