Intendierte Lernergebnisse
After completing this course students will have the ability to:explain and analyze the interdependencies between major control mechanismsevaluate control systems with respect to their functional and dysfunctional effectsdesign control systems taking interdependencies among control mechanisms and contingencies into considerationapply state-of-the-field theories of strategy to solve problems of strategic management in the business worldexplain and analyze the relationship between competitive advantage and strategic performancecarry out strategy analysis in a systematic and thorough wayexplain the concept of entrepreneurial leaps focussing on qualitydevelop winning strategies at both the business and the corporate leveldesign processes for the implementation of strategies with regard to change management
Lehrmethodik inkl. Einsatz von eLearning-Tools
Lecture
Inhalt/e
For organizational control – as it intends aligning organizational members with the organization’s objectives – various control mechanisms exit. Merchant/van der Stede (2017) classify them into four types:Results controls focus on the outcome of organizational members’ behavior and typically create meritocracies where the highest reward is given to that individual or organizational unit with the best results.Action controls intend to directly affect behavior via behavioral constraints in terms of rules and procedures to comply.Personnel controls refer to employees’ self-motivation to “do a job properly”. These controls focus, among others, on selection and placement.Cultural controls encourage mutual monitoring and, in particular, rely on some pressure on individuals who deviate from group norms and values.Organization typically employ these types of control mechanisms simultaneoulsy. Hence, a major challenge is designing control systems with internal consistency among the single mechanisms and matching an organization’s strategy as well as contigency factors.This course provides students also with an in-depth understanding of how firms develop corporate and business strategies (strategy development) and how they can translate their strategies into employee action (strategy implementation). Strategic management deals with the basic question of why and how firms can achieve sustained competitive advantage and how they can translate competitive advantage into superior financial performance. In principle, there exist two lines of reasoning to explain the origins and sources of competitive advantage and superior firm performance: the market-based view and the resource-based view. A special focus is placed on growth in quality and the concept of entrepreneurial leaps. Content:Control MechanismsDesign and Evaluation of Management Control SystemsStrategic Goals and Strategic Decisions
Literatur
Cardinal, L. B., M. Kreutzer and C. C. Miller (2017). "An Aspirational View of Organizational Control Research: Re-invigorating Empirical Work to Better Meet the Challenges of 21st Century Organizations." Academy of Management Annals 11(2): 559-592.Demski, J. (2008). Managerial Uses of Accounting Information (2 ed.). Berlin / New York: Springer Science & Business Media.Johnson, G., Whittington, R., Regnér, P., Angwin, D., & Scholes, K. (2020). Exploring strategy. Pearson UK.Merchant, K. A., & Van der Stede, W. A. (2024). Management Control Systems: Performance Measurement, Evaluation and Incentives (5 ed.). New York: Pearson Education.Moedritscher, G.,/Wall, F. (2022). Controlling and Change Management. In Media and Change Management (pp. 73-85). Springer, Cham.Simons, R. (2014). Performance Measurement and Control Systems for Implementing Strategy. Pearson International, Harlow, Essex.Sitkin, S. B., Cardinal, L. B., & Bijlsma-Frankema, K. M. (2010). Organizational control: Cambridge University Press.Sternad, D../Mödritscher, G. (2021). Qualitative Growth: An Alternative to Solely Quantitatively-Oriented Theories of Firm Growth. In M. Pirson, D. Wasieleski, & E. Steckler (Hrsg.), Alternative Theories of the Firm(pp. 103 - 119). London: Routledge/Taylor & Francis Group.Sternad, D., & Mödritscher, G. (2020). Entrepreneurial Leaps: Growth Processes in Transition Phases Between Dynamic States. Entrepreneurship Theory and Practice, 1042258720929890.Wunder, T. (2016). Essentials of strategic management: Effective formulation and execution of strategy. Schäffer-Poeschel.