1. Strategic Management Strategic Control in Corporate Governance9
Strategic Management
Strategic Control in Corporate Governance

2. Chapter 9 Objectives
The value of effective strategic control systems in strategy implementation
The key difference between “traditional” and “contemporary” control systems
The imperative for “contemporary” control systems in today’s complex and rapidly changing competitive and general environments

3. Chapter 9 Objectives
The benefits of having the proper balance among the three levers of behavioral control: culture, rewards and incentives, and boundaries
Why there is no “one best way” to design strategic control systems and the important contingent roles of business- and corporate-level strategies

4. Chapter 9 Objectives
The three key participants in corporate governance: shareholders, management (led by the CEO), and the board of directors
The role of corporate governance mechanisms in ensuring that the interests of managers are aligned with those of shareholders

5. Ensuring Informational Control: Responding Effectively to Environmental Change
A traditional approach to strategic control
A contemporary approach to strategic control

6. Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries
Building a strong and effective culture
The role of culture
Motivating with rewards and incentives
The potential downside
Creating effective reward and incentive programs

7. Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries
Setting boundaries and constraints
Focusing efforts on strategic priorities
Providing short-term objectives and action plans
Improving operational efficiency and effectiveness
Behavioral control in organizations: situational factors
Evolving from boundaries to rewards and culture

8. Linking Strategic Control to Business-Level and Corporate-Level Strategies
Business-level strategy and strategic control
Overall cost leadership
Differentiation
Corporate-level strategy and strategic control

9. The Role of Corporate Governance
The modern corporation: the separation of owners (shareholders) and management
Governance mechanisms: aligning the interests of owners and managers