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Ideas about the role of management accounting systems in a firm’s strategy have changed in recent years, and this book explores the ways in which this has happened. Management control systems have frequently been seen as irrelevant to strategy, or even damaging. Controlling Strategy draws out the various ways in which management control systems can build and sustain valuable strategic roles. The book explores topics such as strategic management, strategic data analysis, the Balanced Scorecard, capital budgeting, and strategy coordination

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245: $a: Controlling Strategy: Management, Accounting, and Performance Measurement
245: $b:
082: $a:
100: $a: Christopher S. Chapman
650: $a: business strategy
250: $a:
440: $v:
250: $b: Oxford University Press
250: $c: 2005
020: $a: 978-0-19-928063-6
300: $a: 208