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Strategic control at the CEO level
14 references·4 citing·41 second hop
Strategic control at the CEO level (1991)Strategic control at the CEO levelBusiness Policy and Strategic Management (2009)Business Policy and Strategic…The paradox of strategic controls (1990)The paradox of strategic cont…The design school: Reconsidering the basic premises of strategic management (1990)The design school: Reconsider…Macroenvironmental analysis for strategic management (1990)Macroenvironmental analysis f…Increasing the board's involvement in strategy (1990)Increasing the board's involv…Strategic Control: A New Perspective (1987)Strategic Control: A New Pers…Control in Business Organizations. (1987)Control in Business Organizat…Implementing Strategy. (1984)Implementing Strategy.Competitive strategic management (1984)Competitive strategic managem…Corporate Planning: An Executive Viewpoint (1981)Corporate Planning: An Execut…Business Policy and Strategic Management (1980)Business Policy and Strategic…Strategic Planning and Policy (1979)Strategic Planning and PolicyStrategic Control: A New Task for Top Management (1979)Strategic Control: A New Task…Planning and Control Systems: A Framework for Analysis (1965)Planning and Control Systems:…Transformational health-care leaders in collaborative entrepreneurial model to achieve UNSDG: a qualitative study (2022)Transformational health-care …Designing a strategic management system using the third‐generation balanced scorecard (2004)Designing a strategic managem…Corporate performance management system in a devolved UK governmental organisation (2004)Corporate performance managem…Strategic control through core competencies (1995)Strategic control through cor…Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Research in Organizational Behavior (1984)CONTROL THEORY IN STRATEGIC HUMAN RESOURCE MANAGEMENT: THE MEDIATING EFFECT OF ADMINISTRATIVE INFORMATION. (1992)Organizational Learning: A Theory of Action Perspective (1997)The Coevolution of Trust, Control, and Learning in Joint Ventures (2004)Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)The nature of executive leadership: A conceptual and empirical analysis of success. (2001)Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments (2016)Grand Societal Challenges and Responsible Innovation (2021)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive advantage, creating and sustaining superior performance (1985)Competitive Advantage: Creating and Sustaining Superior Performance (1985)STRATEGIC PLANNING AND FIRM PERFORMANCE: A SYNTHESIS OF MORE THAN TWO DECADES OF RESEARCH. (1994)Defining Strategic Communication (2007)SWOT ANALYSIS: A THEORETICAL REVIEW (2017)EXPLOIT THE PRODUCT LIFE CYCLE (1965)Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)The relationship of strategic planning to financial performance (1986)Econometric Models and Economic Forecasts (1990)A perspective on knowledge, competence and strategy (1995)Stakeholder analysis for R&D project management (2002)Toward understanding strategic issue diagnosis (1983)The impact of grand strategy and planning formality on financial performance (1987)Corporate Social Responsibility: Perspectives on the CSR Construct’s Development and Future (2021)Past, present, and future of decision support technology (2002)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development (2001)The Rise of "The Rest": Challenges to the West from Late-Industrializing Economies (2001)Environment, planning processes, and organizational performance of churches (1988)Strategic planning before and after a mega-event (1997)Strategic analysis for health care organizations: the suitability of the SWOT‐analysis (2010)Environment, Structure, and Consensus in Strategy Formulation: A Conceptual Integration (1987)Organizational social capital, structure and performance (2010)Discretion Within Constraint: Homophily and Structure in a Formal Organization (2013)How much does industry matter? (1991)Why do firms differ, and how does it matter? (1991)Destination Competitiveness: Determinants and Indicators (2003)
this work references cited by second hop

References

  • 1965Planning and Control Systems: A Framework for Analysis2,226 cited
  • 1984Competitive strategic management1,475 cited
  • 1990The design school: Reconsidering the basic premises of strategic management1,466 cited
  • 1980Business Policy and Strategic Management501 cited
  • 1987Control in Business Organizations.467 cited
  • 1990The paradox of strategic controls364 cited
  • 2009Business Policy and Strategic Management251 cited
  • 1981Corporate Planning: An Executive Viewpoint251 cited
  • 1984Implementing Strategy.250 cited
  • 1987Strategic Control: A New Perspective237 cited
  • 1979Strategic Planning and Policy190 cited
  • 1990Increasing the board's involvement in strategy101 cited
  • 1990Macroenvironmental analysis for strategic management101 cited
  • 1979Strategic Control: A New Task for Top Management55 cited

Cited by

  • 1995Strategic control through core competencies37 cited
  • 2004Corporate performance management system in a devolved UK governmental organisation34 cited

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  • 2004Designing a strategic management system using the third‐generation balanced scorecard25 cited
  • 2022Transformational health-care leaders in collaborative entrepreneurial model to achieve UNSDG: a qualitative study8 cited