Strategic Control

Strategic control seeks to achieve the goals of the organization, but strategic control is one of the management issues that have received less attention than other areas of research, especially in the field of electronics. The purpose of this study is to present a strategic control model in the electronics manufacturing holdings, since the scope of the electronics manufacturing activities is wide and the market, technology and environmental conditions are quite different, the selection of four case studies has been done in the fields of avionics, marine, radar and combined electronics. Also, given the long-term research activity of the researcher in the industry, multiple data sources including interviewing, viewing and reviewing documents have been used as complementary methods of data collection, and the data analysis was performed using the thematic analysis method. Model validation was also performed using inter-rater agreement, procedural validity, and member check. In the final model of the current research, it was found that in the case of this study, implementation control is the most used. In this control, premise, market, technological, financial and bureaucratic controls and related sub-controls were identified. The second applied strategic control, for the industry under study, was found to be a feed forward control, which, despite the great desire to use it, due to the special conditions of this control is less used, and regarding this control and feedback control, the relevant control factors have been identified and considered in the final model.

This article reports on the impact of managerial autonomy and strategic control on organizational politics
and show how the latter influence effectiveness of strategic planning. In doing so, it outlines particular
directions that a rebalanced strategic management research agenda may take. Whereas organizational
politics have received sustained interest in the management literature, its conceptual and empirical
examination in the tourism industry has been meagre. This study contributes to fill this gap by analyzing
data from 175 four- and five-star hotels located in a less researched region, the Gulf Cooperation Council
(GCC) countries. The findings indicate that high levels of autonomy combined with low levels of control
negate the effectiveness of strategic planning by increasing organizational tensions. Drawing on political
and organizational perspectives, an interpretation of the results and policy implications are discussed.
The study also delineates interesting research avenues for further research on organizational politics in
the tourism industry.

The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines (strategic marketing, strategic management, and human resources management). This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in
organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research’s evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values, goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship’s perspective.

Strateji ve stratejik yönetimin, geçmişte olduğu üzere, günümüzde de önemini korumaya devam ettiği ve gelecekte de işletmeler açısından daha büyük önem taşıyacağı düşünülmektedir. Klasik stratejik yönetim bakış açısından çağdaş stratejik yönetim anlayışına uzanan süreç ve özellikle çağdaş stratejik yönetim mimarisine ilişkin alanyazına katkıda bulunulması amacıyla gerçekleştirilen bu çalışma kapsamında, klasikten çağdaş stratejik yönetim yaklaşımına ilişkin kuramsal çerçeve, çağdaş stratejik mimari ve ilgili temel bileşenler ile çağdaş stratejik yönetim süreci detaylı olarak incelenmiştir. Bu bağlamda, işletmelerin sürdürülebilirliği açısından sağlam bir stratejik tasarım ile mimariye ve stratejik araçlara ihtiyaç duyduğu görülmektedir. Bu kapsamda, çağdaş stratejik yönetimin temel araçlarının stratejik niyet, vizyon, misyon, uzun dönemli amaçlar, taktik ve politikalar, temel yetenekler ve stratejik kontrolden oluştuğu; çağdaş stratejik yönetimin ise amaç-hedeflerin oluşturulması, stratejistler, verilerin toplanması, çevrenin analizi, stratejilerin formülasyonu, stratejik karar ve seçim, stratejilerin uygulanması ile kontrol ve değerlendirme gibi bileşenleri içerdiği ve sekiz aşamadan oluştuğu görülmektedir.

With the in crease of globalization, today's world has gained a very dynamic structure and as a result, the competitive environment in the business world has become very brutal. Rapid changes and developments in technology and the increase in the number of competitors in the business world push businesses to have a dynamic structure and lead them to become a superior enterprise in the market with some strategic decisions. Some techniques helpmanagers in making strategic decisions that distinguish them from other organizations. The use of certain strategic management techniques in strategic management can provide great contributions to managers in making the right decision. The number of studies in which strategic control and strategic control techniques are explained together is quite limited in the literature. The aim of the study is to explain the concept of strategic control and strategic control techniques (tools) in strategi cmanagement. In the study, first, the concept of strategic control is explained and then strategic control techniques are examined one by one. This review will make a great contribution to managers, decision-makers, and anyone interested in strategic management.

This article presents the “Stra.Tech.Man approach” (strategy-technology-management synthesis) as the basis for creating a “Stra.Tech.Man Scorecard,” which can be used for the strategic audit of every socio-economic organization. After reviewing the literature on strategic control and strategic audit, the study proceeds with a critical appraisal of Kaplan and Norton’s balanced scorecard model and presents the theoretical foundations of the Stra.Tech.Man approach. It composes a first conceptual outline of the Stra.Tech.Man Scorecard, which can function as an integrated monitoring tool, exploring and describing the evolution of “physiologies” of the studied socio-economic organizations (firms). It concludes that the formal balanced scorecard approach: (a) has been applied mainly to larger and more sophisticated organizations, (b) does not offer a compound understanding of the central dimensions of strategy, technology, and management that can be linked in an integrated way to the financial results, (c) leaves relatively unspecified many critical aspects of a firm’s choices, especially in strategy articulation, technology selection, and management implementation, (d) does not create complete profiles for the firms’ evolutionary physiologies. In contrast, the Stra.Tech.Man Scorecard: (i) does not have as a prerequisite any pre-existing systematic performance measurement framework in the organization and, therefore, it is not limited by any firm size, type, or physiology, (ii) it links in an evolutionary way the “core” qualitative dimensions of strategy, technology and management (Stra.Tech.Man audit) with the quantitative financial results of the organization, (iii) it can and has been used as an integrated analysis instrument by taking into account more adequately the evolutionary dimensions of the meso-environment of organizations besides the micro-level of analysis which the balanced scorecard is primarily associated.

This book explores how to design and implement planning & control (P&C) systems that can help organizations to manage their growth and restructuring processes in a sustainability perspective. The book is not designed to enable the reader to become an experienced system dynamics modeler; rather, it aims to develop the reader’s capabilities to design and implement performance management systems by using a system dynamics approach. More specifically, the book shows how to develop system dynamics models that can better support an understanding of:
-What is organizational performance and how to frame and measure it;
-How to identify and map the processes underlying performance;
-How to design and implement a dynamic performance management system and link it to strategic planning;
-How to tie strategic resource dynamics to processes and performance indicators;
-How to link strategic resources, and performance indicators to responsibility and incentive systems.
Using a dynamic performance management approach can improve an organization’s capability to understand and manage the forces driving performance over time, as well as set goals and objectives that may properly and selectively gauge results and match them to the key responsibility areas in the planning process. The dynamic performance management approaches covered in the book are beneficial to performance management analysts, enabling them to frame their professional field within the broader context of the system. The book also includes numerous case studies and dynamic performance management models for providing examples of how dynamic performance management works in practice. In addition, a literature review is included to provide a guideline for further improvements to those readers who wish to develop relevant, specific, and detailed system dynamics modeling skills and to establish the foundation for teaching system dynamics applied to performance management in organizational and inter-organizational contexts. This is particularly relevant for graduate students who have taken system dynamics courses and need to apply their own skills to business and public management.