Management control systems represent what is believed to be an important element in managing internal and external interdependencies. The case study we present in this paper is an attempt to provide additional information contributing to the understanding of the in¯uences on and the roles of management control systems in managing interdependencies. The management control systems were used to deal with changes in the internal and external inter- dependencies in the domains of strategy and structure of the organization, the organizational ®eld, and the state. The role of the Chief Executive O cer was a key element in both de®ning the internal and external interdependencies and the employment of the management control systems.
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|Titolo:||Stability to profitability: managing interdependencies to meet a new environment|
|Citazione:||Euske, K.J., & Riccaboni, A. (1999). Stability to profitability: managing interdependencies to meet a new environment. ACCOUNTING, ORGANIZATIONS AND SOCIETY, 24(5-6), 463-481.|
|Appare nelle tipologie:||1.1 Articolo in rivista|