The paradox of strategic controls

• Published in: Strategic management journal Vol. 11; no. 1; pp. 43 - 57
• Main Authors: Goold, Michael, Quinn, John J.
• Format: Journal Article
• Language: English
• Published: Chichester John Wiley & Sons, Ltd 01.01.1990; John Wiley and Sons; Wiley; John Wiley; Wiley Periodicals Inc
• Subjects: Applied sciences; Budgetary control; Business management; Business structures; Clans; Competition; Control systems; Corporate strategies; Exact sciences and technology; Feedback; Financial budgets; Financial management; Goal setting; Implications; Intervention; Objectives; Operational research and scientific management; Operational research. Management science; Paradoxes; Planning. Forecasting; Process planning; Production controls; Production planning; Strategic management; Strategic planning; Upper management; Organization management; Review; Planning; Control system
• ISSN: 0143-2095; 1097-0266
• DOI: 10.1002/smj.4250110104

This paper reviews the literature on strategic controls. It summarizes the main theoretical arguments that have been put forward for establishing strategic control systems, and contrasts these arguments with evidence that suggests that few companies in fact have a strategic control system in place. The paper then identifies some of the difficulties that may be associated with establishing a strategic control system, points up issues that require further empirical research, and suggests a framework for exploring a. contingency theory concerning the sorts of businesses in which strategic control systems would be most and least valuable.