The Experts below are selected from a list of 1023414 Experts worldwide ranked by ideXlab platform
Xianzhi Zhang - One of the best experts on this subject based on the ideXlab platform.
-
The risk-based Management Control system: a stakeholders' perspective to design Management Control systems
International Journal of Management and Enterprise Development, 2019Co-Authors: Mohamed Adib, Xianzhi ZhangAbstract:Due to the proliferation of international crises and the increasing pace of changes in the global economic and financial systems, companies are facing diverse and challenging risks. Hence, the need to consider the notion of risk in Management Control is legitimate and more specifically, the risks that stakeholders present regarding strategic objectives. Integrating this risk into Management Control systems will allow a better implementation of the strategy, since the latter is intended to be carried out by the organisation in an environment, in interaction with stakeholders who can affect or be affected by this strategy. This study develops a conceptual model of Management Control considering the risk of stakeholders. The main contribution of this work is that strategic responds and performance measurement will be based on couples of key performance indicators/key risk indicators to accurately analyse the performance, as well as the understanding of the various opportunities and threats with a view to continuous development.
-
Value and Integral Design of Standards for Enterprise Management Control
Standards for Enterprise Management Control, 2015Co-Authors: Xianzhi ZhangAbstract:With economic globalization going further, enterprise risk issues are increasing. Many countries in the world emphasize on enterprise internal Control, and a series of regulations and standards are being formulated and implemented by organizations, such as the famous COSO frameworks. In China, enterprise internal Control and risk Management are also attached great importance and Standards for Enterprise Internal Control has been established. Generally, Management Control is the process by which managers influence other members of the organization to implement the organization’s strategies (Anthony and Govindarajan 1998). Management Control is linked closely with internal Control. They are interrelated a lot, but not the same. The emergence and development of the Management Control is determined by the demand and supply of Management Control theory and practice. The demand and supply of Management Control should be matched. All these provide a background of formulating a system of Standards for Enterprise Management Control, especially in China.
-
Management Control Environment and Management Control System
Enterprise Management Control Systems in China, 2014Co-Authors: Xianzhi ZhangAbstract:The internal Management system elements define the general framework of Management Control element system. This framework indicates that Management Control system is an open system. As the first element of Management Control system, Control environment has an important influence on the Management Control mode and plays a significant role in the establishment and application of Management Control system. This chapter mainly studies the connation of Control environment and its influences on Management Control system formulation.
-
Management Control Procedures and Management Control System
Enterprise Management Control Systems in China, 2014Co-Authors: Xianzhi ZhangAbstract:The investigation of Management Control system from the perspective of Management Control elements can meet the general needs of describing the MCS. Management Control is the process by which managers influence other members of the organization to implement organization’s strategies. Researching Management Control system from the perspective of Control procedures can interpret the fundamental purpose of MCS better. As to Management Control procedures, researching them from different categories, levels or perspectives, the result may be different. If Management Control is regarded as a closed system, that is, the Control environment is certain, the procedures of Management Control system are called formal Control process. At present, three-step Control procedures, four-step Control procedures and five-step Control procedures exist and are all belonging to formal process. If Management Control is regarded as an open system, namely, given uncertain and continuously changeable Control environment, the procedures of Management Control system are called informal Control process. Formal Control process and informal Control process are different. From the systematic and a long-term point of view, informal Control process is inevitable, but formal Control process is more scientific and operable from a specific and short-term point of view. In addition, the premise of our research about Management Control system is that the Control environment is certain (a systematical research on Control environment has been made in Chap. 9). Therefore, the focus of this chapter is on the formal Control process.
-
Management Control Elements and Management Control System
Enterprise Management Control Systems in China, 2014Co-Authors: Xianzhi ZhangAbstract:Management Control, as a system, should perform one or several activities regularly or repeatedly. What are the basic elements of one typical internal Management Control system? In terms of perspectives on Control elements of Management Control systems, there are three-element Control systems, four-element Control systems and five-element Control systems at present. Even the systems are all called three-element Control system, or four-element Control systems, or five-element Control systems, the connotation of their specific Control element is different.
Christina Zecher - One of the best experts on this subject based on the ideXlab platform.
-
Management Control systems: a review
Journal of Management Control, 2013Co-Authors: Erik Strauß, Christina ZecherAbstract:The purpose of this paper is to review analytical conceptualizations of Management Control systems (MCS) that have been developed in the academic literature. By means of a systematic review (Tranfield et al. in Br. J. Manag. 14: 207–222, 2003 ), a comprehensive analysis that encompasses both textbook approaches and research papers is provided. As a result, this article presents a landscape of possible MCS understandings. For the selection of textbooks a survey among accounting researchers and a syllabi search were conducted (Hoffjan and Wömpener in Schmalenbach Bus. Rev., 58: 234–258, 2006 ). Merchant and Van der Stede (Management Control systems: Performance measurement, evaluation and incentives, 2nd edn. Prentice Hall, Harlow, 2003 ), Anthony and Govindarajan (Management Control systems, 12th edn. McGraw-Hill, Boston, 2007 ), and Simons (Performance measurement and Control systems for implementing strategy. Pearson, Upper Saddle River, 2000 ) as the three top-ranked textbooks were analyzed and used to generate criteria for the subsequent identification of relevant articles. Additional conceptual papers were included in the analysis. Accordingly, this paper contributes to the Management Control literature by presenting a review of analytical conceptualizations of MCS. In contrast to previous reviews, we compare analytical concepts of MCS at different categories such as definitions, purposes, types, and frameworks. Moreover, our review was conducted in a systematic manner, i.e. it follows a transparent and thorough process and, by doing this, it complements prior not primarily objective reviews. Finally, we outline a map of the fragmented MCS landscape.
-
Management Control Systems - A Review
Journal of Management Control, 2012Co-Authors: Erik Strauß, Christina ZecherAbstract:The purpose of this paper is to review analytical conceptualizations of Management Control systems (MCS) that have been developed in the academic literature. By means of a systematic review (Tranfield et al. in Br. J. Manag. 14: 207–222, 2003 ), a comprehensive analysis that encompasses both textbook approaches and research papers is provided. As a result, this article presents a landscape of possible MCS understandings. For the selection of textbooks a survey among accounting researchers and a syllabi search were conducted (Hoffjan and Wompener in Schmalenbach Bus. Rev., 58: 234–258, 2006 ). Merchant and Van der Stede (Management Control systems: Performance measurement, evaluation and incentives, 2nd edn. Prentice Hall, Harlow, 2003 ), Anthony and Govindarajan (Management Control systems, 12th edn. McGraw-Hill, Boston, 2007 ), and Simons (Performance measurement and Control systems for implementing strategy. Pearson, Upper Saddle River, 2000 ) as the three top-ranked textbooks were analyzed and used to generate criteria for the subsequent identification of relevant articles. Additional conceptual papers were included in the analysis. Accordingly, this paper contributes to the Management Control literature by presenting a review of analytical conceptualizations of MCS. In contrast to previous reviews, we compare analytical concepts of MCS at different categories such as definitions, purposes, types, and frameworks. Moreover, our review was conducted in a systematic manner, i.e. it follows a transparent and thorough process and, by doing this, it complements prior not primarily objective reviews. Finally, we outline a map of the fragmented MCS landscape. Copyright Springer-Verlag Berlin Heidelberg 2013
Fredrik Nilsson - One of the best experts on this subject based on the ideXlab platform.
-
Strategic Management Control in theory and practice
2016Co-Authors: Fredrik Nilsson, Carl-johan Petri, Alf WesteliusAbstract:This book presents and discusses the fundamentals of strategic Management Control. It shows how and why this influential mode of Control has become crucial for the successful formulation and implementation of competitive strategies. The book focuses on the importance of a strategic dialogue between managers and co-workers (‘Co-worker’ is the term used in this book for people who have non-managerial positions. We recognise that some of the cited authors use the word ‘employee’.) and the role of the strategic Management Control system in facilitating such a dialogue. The reader will be provided with an overview of the latest developments of the field—both from the research front as well as from practice. To help the reader relate this overview to the practices of her own organisation, the book is loosely structured around the familiar and well-established planning and follow-up structure that most Control systems are based on. The first chapter in the book will give the reader an introduction to strategic Management Control: what it is and how it has developed from a more traditional mode of Management Control. There is also an overview of the following eight chapters in the book. The 15 authors of the book are all leading experts within their specific field. That ensures that the reader will be provided with well-grounded and different perspectives on strategic Management Control.
-
Strategic Management Control : with a focus on dialogue
2016Co-Authors: Fredrik Nilsson, Carl-johan Petri, Alf WesteliusAbstract:What is Strategic Management Control? It differs from traditional Management Control in several important respects. Firstly, it supports both strategy formulation and strategy implementation. Secon ...
-
Strategy and Management Control Systems: A Study of the Design and Use of Management Control Systems Following Takeover
Accounting and Finance, 2002Co-Authors: Fredrik NilssonAbstract:This paper describes and analyses the approach taken by four well-known Swedish companies to Management Control following takeover. The findings suggest two factors which can explain how the Management Control systems were designed and used after an acquisition: the corporate strategy of the acquirer and the business strategy of the acquired company. The case studies show how these forces could impose mutually inconsistent requirements on the Management Control system of the acquired firm, and also how these inconsistencies were resolved.
Erik Strauß - One of the best experts on this subject based on the ideXlab platform.
-
Management Control systems: a review
Journal of Management Control, 2013Co-Authors: Erik Strauß, Christina ZecherAbstract:The purpose of this paper is to review analytical conceptualizations of Management Control systems (MCS) that have been developed in the academic literature. By means of a systematic review (Tranfield et al. in Br. J. Manag. 14: 207–222, 2003 ), a comprehensive analysis that encompasses both textbook approaches and research papers is provided. As a result, this article presents a landscape of possible MCS understandings. For the selection of textbooks a survey among accounting researchers and a syllabi search were conducted (Hoffjan and Wömpener in Schmalenbach Bus. Rev., 58: 234–258, 2006 ). Merchant and Van der Stede (Management Control systems: Performance measurement, evaluation and incentives, 2nd edn. Prentice Hall, Harlow, 2003 ), Anthony and Govindarajan (Management Control systems, 12th edn. McGraw-Hill, Boston, 2007 ), and Simons (Performance measurement and Control systems for implementing strategy. Pearson, Upper Saddle River, 2000 ) as the three top-ranked textbooks were analyzed and used to generate criteria for the subsequent identification of relevant articles. Additional conceptual papers were included in the analysis. Accordingly, this paper contributes to the Management Control literature by presenting a review of analytical conceptualizations of MCS. In contrast to previous reviews, we compare analytical concepts of MCS at different categories such as definitions, purposes, types, and frameworks. Moreover, our review was conducted in a systematic manner, i.e. it follows a transparent and thorough process and, by doing this, it complements prior not primarily objective reviews. Finally, we outline a map of the fragmented MCS landscape.
-
Management Control Systems - A Review
Journal of Management Control, 2012Co-Authors: Erik Strauß, Christina ZecherAbstract:The purpose of this paper is to review analytical conceptualizations of Management Control systems (MCS) that have been developed in the academic literature. By means of a systematic review (Tranfield et al. in Br. J. Manag. 14: 207–222, 2003 ), a comprehensive analysis that encompasses both textbook approaches and research papers is provided. As a result, this article presents a landscape of possible MCS understandings. For the selection of textbooks a survey among accounting researchers and a syllabi search were conducted (Hoffjan and Wompener in Schmalenbach Bus. Rev., 58: 234–258, 2006 ). Merchant and Van der Stede (Management Control systems: Performance measurement, evaluation and incentives, 2nd edn. Prentice Hall, Harlow, 2003 ), Anthony and Govindarajan (Management Control systems, 12th edn. McGraw-Hill, Boston, 2007 ), and Simons (Performance measurement and Control systems for implementing strategy. Pearson, Upper Saddle River, 2000 ) as the three top-ranked textbooks were analyzed and used to generate criteria for the subsequent identification of relevant articles. Additional conceptual papers were included in the analysis. Accordingly, this paper contributes to the Management Control literature by presenting a review of analytical conceptualizations of MCS. In contrast to previous reviews, we compare analytical concepts of MCS at different categories such as definitions, purposes, types, and frameworks. Moreover, our review was conducted in a systematic manner, i.e. it follows a transparent and thorough process and, by doing this, it complements prior not primarily objective reviews. Finally, we outline a map of the fragmented MCS landscape. Copyright Springer-Verlag Berlin Heidelberg 2013
Alf Westelius - One of the best experts on this subject based on the ideXlab platform.
-
Strategic Management Control : with a focus on dialogue
2016Co-Authors: Fredrik Nilsson, Carl-johan Petri, Alf WesteliusAbstract:What is Strategic Management Control? It differs from traditional Management Control in several important respects. Firstly, it supports both strategy formulation and strategy implementation. Secon ...
-
Strategic Management Control in theory and practice
2016Co-Authors: Fredrik Nilsson, Carl-johan Petri, Alf WesteliusAbstract:This book presents and discusses the fundamentals of strategic Management Control. It shows how and why this influential mode of Control has become crucial for the successful formulation and implementation of competitive strategies. The book focuses on the importance of a strategic dialogue between managers and co-workers (‘Co-worker’ is the term used in this book for people who have non-managerial positions. We recognise that some of the cited authors use the word ‘employee’.) and the role of the strategic Management Control system in facilitating such a dialogue. The reader will be provided with an overview of the latest developments of the field—both from the research front as well as from practice. To help the reader relate this overview to the practices of her own organisation, the book is loosely structured around the familiar and well-established planning and follow-up structure that most Control systems are based on. The first chapter in the book will give the reader an introduction to strategic Management Control: what it is and how it has developed from a more traditional mode of Management Control. There is also an overview of the following eight chapters in the book. The 15 authors of the book are all leading experts within their specific field. That ensures that the reader will be provided with well-grounded and different perspectives on strategic Management Control.
