In the current economic contexts, firms can achieve a competitive advantage only if they are able to create value for all their stakeholders. Therefore, managerial control systems can be a valid and effective tool for companies only if they are able to identify the variables and key phases of management which influence the value creation process for all stakeholders of the company. Starting from these premises, this paper discusses the most significant stages in the evolution of managerial control systems over the last twenty years and shows the advantages of a “systemic” approach that facilitates a unitary managerial control system in which the numerous and different dimensions of management are seen as interdependent, in order to achieve an integrated equilibrium between efficiency and effectiveness, between short and long term performances, and to unify strategic and operational management.
The Instrumental Role of Managerial Control in a Systemic Approach to the Firm
Popoli Paolo
2017-01-01
Abstract
In the current economic contexts, firms can achieve a competitive advantage only if they are able to create value for all their stakeholders. Therefore, managerial control systems can be a valid and effective tool for companies only if they are able to identify the variables and key phases of management which influence the value creation process for all stakeholders of the company. Starting from these premises, this paper discusses the most significant stages in the evolution of managerial control systems over the last twenty years and shows the advantages of a “systemic” approach that facilitates a unitary managerial control system in which the numerous and different dimensions of management are seen as interdependent, in order to achieve an integrated equilibrium between efficiency and effectiveness, between short and long term performances, and to unify strategic and operational management.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
