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 measurement; *Strategic data analysis; *The Balanced Scorecard; *Capital budgeting; *Strategy coordination; Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book an indispensable guide to this area. Contributors to this volume - Thomas Ahrens, Warwick Business School, University of Warwick Christopher S. Chapman, Said Business School, University of Oxford Robert H. Chenhall, Monash University & James Cook University Tony Davila, STanford Graduate School of Business, Stanford University & IESE Business School Allan Hansen, Copenhagen Business School Christopher Ittner, The Wharton School, University of Pennsylvania Kim Langfield-Smith, Monash University Dave Larcker, The Wharton School, University of Pennsylvania Peter Miller, London School of Economics Jan Mouritsen, Copenhagen Business School Ted O'Leary, University of Manchester
