By Erik Jannesson, Fredrik Nilsson, Birger Rapp
How should still organizations’ keep an eye on platforms be designed and used to formulate and enforce concepts that would give a contribution to aggressive virtue and sustained excessive functionality? This publication bargains a few thought-provoking feedback.
It includes empirical experiences of such varied production organisations as Atlas Copco, Electrolux, Saab, Scania, SCA Packing and Volvo, in addition to an assurance corporation and chamber orchestras. All enterprises and corporations offered provide fascinating and fascinating insights, every one in a selected method and every with a desirable background.
The booklet provides learn at the dating among process, keep watch over and aggressive virtue over prolonged sessions and at numerous strategic degrees, whereas additionally making an allowance for the life of a number of keep an eye on platforms in one enterprise or different association. Readers are provided an in-depth inspect how adjustments within the surroundings bring about changes in innovations and keep watch over structures. it really is proven, moreover, how tough and demanding it may be to enforce those adjustments, and why such efforts aren't consistently profitable. yet probably most significantly, the booklet conveys an in-depth knowing of ways innovations and keep an eye on structures impact aggressive virtue and function.
In either its assurance and concentration, the ebook is exclusive. not just does it offer important contributions to the study box of procedure and administration regulate; it additionally represents a considerable dedication when it comes to assets and involvement over a longer interval.
The publication is extremely urged to researchers, practitioners, graduate scholars and all others drawn to this region.
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Additional resources for Strategy, Control and Competitive Advantage: Case Study Evidence
Example text
Instead, these matters were handled by the respective business units, which had resources of their own and managed their own investments. Work with strategy was thus largely decentralized to the business units. 10 There was virtually no strategic business plan,11 and the result of the strategic planning was of such a nature that it was classified as secret and thus not communicated within the corporation. Both the budget and the financial business plan, moreover, were largely aggregates of business-unit planning, and without any direct links to each other.
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