Towards control using strategic navigation in turbulent organisational environments

Abstract

This paper explores the idea of strategic navigation as a flexible approach to managing organisational performance and dealing with environmental turbulence. Strategic navigation expands and builds on the traditional concept of strategic control and could be used to help guide the design of more flexible and informal management control systems to help manage organisational performance. A key dimension of strategic navigation is fastforward creativity, which reflects a flexible and informal but targeted control focus. More conventional ideas of control, including balanced scorecards and interactive control may lack flexibility and be too restrictive in helping organisations to adapt effectively and rapidly to varying and uncertain external circumstances. Strategic navigation provides a means of strengthening the relevance and usefulness of management control, with a key focus on the management rather than the control of organisational performance.

Assessment and Prioritize Risk Factors of Financial Measurement of Management Control System for Production Companies Using a Hybrid Z-SWARA and Z-WASPAS with FMEA Method: A Meta-Analysis

“…Abernethy et al [39], Ahrens and Chapman [40], Bruns and Waterhouse [41], Durden and Perera [42], Chenhall and Morris [27], Chenhall and Morris [43], Merchant [44], Merchant [45], Mintzberg [31], Mintzberg [46], Mintzberg [47], Simons [5], Ouchi [32], Perdomo-Ortiz et al [48], Snell [49], Williams and van Triest [50] The size of the organization and the dimensions of the control package Analoui [51], Bruns and Waterhouse [41], Davila [23], Flamholtz and Randle [52], Greiner [53], Child [54], Merchant and Van der Stede [9], Merchant [44], Merchant [45], Mintzberg [31], Moores and Yuen [55], Lawrence and Lorsch [56], Simons [5], Simons [57], Snell [49] The life cycle of the organization and the dimensions of the control package Abernethy and Brownell [58], Abernethy et al [59], Auzair and Langfield-Smith [60], Bruns and Waterhouse [41], Bruns and Stalker [61], Cardinal [21], Chenhall and Morris [43], Merchant and Van der Stede [9], Miller et al [62], Moores and Yuen [55], Ouchi [32], Perrow [63], Samuel and Mannheim ...…”