The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.
How new top managers use control systems as levers of strategic renewal
Abstract
This research is a longitudinal study of 10 newly‐appointed top managers; the research focuses on understanding (1) their business vision and strategy and (2) how they use formal control systems as levers of strategic change and renewal. The results reported in the paper are based on data collected over a period of approximately 18 months following the appointment of each new manager. Analysis of the data suggests that control systems are important levers used to manage both evolutionary and revolutionary change. In situations of strategic change, control systems are used by top managers to formalize beliefs, set boundaries on acceptable strategic behavior, define and measure critical performance variables, and motivate debate and discussion about strategic uncertainties. In addition to traditional measuring and monitoring functions, control systems are used by top managers to overcome organizational inertia; communicate new strategic agendas; establish implementation timetables and targets; and ensure continuing attention to new strategic initiatives.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113 · cited 1×
“In both clusters, the use of management control systems progressed through distinct stages that can be associated with systematic attempts to foster both learning ( Argyris and Schon, 1978; Virany, Tushman, and Romanelli, 1992) and unlearning.”
BackgroundOrganizational Strategy, Structure, and Process
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978) · Academy of Management Review · doi:10.5465/amr.1978.4305755 · Cited by 4,527
Research works printed but not linked: 39
- Anthony R. N., 1985, Planning and Control Systems: A Framework for Analysis
- Argyris C., 1985, Strategy, Change and Defensive Routines
- 10.2307/257168 · DOI · Paper page
- 10.1287/orsc.2.3.239 · DOI · Paper page
- Cyert R. M., 1963, A Behavioral Theory of the Firm
- 10.1016/0361-3682(91)90021-6 · DOI · Paper page
- Dutton J. E., 1988, Managing Ambiguity and Change, 127
- 10.1002/smj.4250080202 · DOI
- Gabarro J. J., 1987, The Dynamics of Taking Charge
- Ghemawat P., 1991, Commitment: The Dynamics of Strategy
- 10.1002/smj.4250100707 · DOI
- 10.5465/AME.1989.4277401 · DOI
- 10.2307/2095567 · DOI · Paper page
- 10.2307/2392150 · DOI · Paper page
- 10.1177/014920638701300203 · DOI · Paper page
- Kotter J. P., 1982, The General Managers
- McDonald P., 1988, Inside Organizations: Understanding the Human Dimension, 165
- 10.2307/257544 · DOI · Paper page
- Miller D., 1984, Organizations: A Quantum View
- Mintzberg H., 1973, The Nature of Managerial Work
- 10.1287/mnsc.24.9.934 · DOI
- Mintzberg H.(July/August1987). ‘Crafting strategy’ Harvard Business Review pp.66–75.
- Nelson R. R., 1982, An Evolutionary Theory of Economic Change
- Pettigrew A. M., 1985, The Awakening Giant: Continuity and Change in Imperial Chemical Industries
- Porter M. E., 1980, Competitive Strategy
- Porter M. E., 1985, Competitive Advantage
- Quinn J. B., 1980, Strategies for Change: Logical Incrementalism
- Schendel D. E., 1979, Strategic Management: A New View of Business Policy and Planning
- Senge P. M.(Fall1990). ‘The leader's new work: Building learning organizations’ Sloan Management Review pp.7–23.
- 10.1016/0361-3682(87)90024-9 · DOI · Paper page
- Simons R., 1987, Accounting and Management: Field Study Perspectives, 339
- 10.1016/0361-3682(90)90018-P · DOI · Paper page
- 10.1002/smj.4250120105 · DOI · Paper page
- Simons R., 1992, The strategy of control: How accounting information helps to formulate and implement business strategy, CA Magazine, 125, 44
- 10.1016/0361-3682(87)90042-0 · DOI
- 10.2307/41165225 · DOI · Paper page
- 10.1287/orsc.3.1.72 · DOI · Paper page
- Warren D. L., 1984, Managing Organizational Transitions, 85
- 10.1111/j.1467-6486.1992.tb00653.x · DOI
Cited by
An organizational learning framework: From intuition to institution
Crossan, M. M., Lane, H. W., & White, R. E. (1999) · The Academy of Management Review · doi:10.2307/259140 · Cited by 4,544
Chenhall, R. H. (2003) · Accounting, Organizations and Society · doi:10.1016/s0361-3682(01)00027-7 · Cited by 3,237
Management control systems as a package—opportunities, challenges and research directions
Malmi, T., & Brown, D. A. (2008) · Management Accounting Research · doi:10.1016/j.mar.2008.09.003 · Cited by 1,757
Corporate Entrepreneurship and the Pursuit of Competitive Advantage
Covin, J. G., & Miles, M. P. (1999) · Entrepreneurship Theory and Practice · doi:10.1177/104225879902300304 · Cited by 1,392
Dynamic Managerial Capabilities: Review and Assessment of Managerial Impact on Strategic Change
Helfat, C. E., & Martin, J. A. (2015) · Journal of Management · doi:10.1177/0149206314561301 · Cited by 1,045
Metadata
- Authors
- Simons, R.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1994-03
- Volume
- 15
- Issue
- 3
- Pages
- 169-189
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2117921340
- Cited by
- 1,064
- References
- 2
- FWCI
- 5.81
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
