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Erschienen in:

2014 | OriginalPaper | Buchkapitel

7. Linking Strategy and Inter-organizational Relationships: The Case of Volvo and Scania

verfasst von : Zita Ambrutytė

Erschienen in: Strategy, Control and Competitive Advantage

Verlag: Springer Berlin Heidelberg

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Abstract

Strategic congruence and integrated control to improve strategy continuously are seen as one of the ways towards creating competitive advantage and is the central theme of this book (Nilsson et al. 2011; Nilsson and Rapp 2005). This chapter extends the discussion in Chap. 4 in this volume, presenting Scania as an example of how strategic awareness and priorities are conveyed by the integrated management controls of the organization. The example of Scania is further explored in a discussion on how different strategies adopted by two companies result in different control systems for managing inter-organizational supplier relationships. Scania’s truck manufacturing is compared to Volvo’s truck business, which has also demonstrated sustainable management control systems and a strong culture of strategic planning and performance controls leading to goal achievement.

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Vorheriges Kapitel Strategy, Management Control and Organizational Design: Empirical Illustrations from SCA Packaging

Nächstes Kapitel The Role of IT Systems in the Strategy Process: The Case of Electrolux

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Titel: Linking Strategy and Inter-organizational Relationships: The Case of Volvo and Scania
verfasst von: Zita Ambrutytė
Verlag: Springer Berlin Heidelberg
Buch: Strategy, Control and Competitive Advantage
Print ISBN: 978-3-642-39133-0

Electronic ISBN: 978-3-642-39134-7

Copyright-Jahr: 2014
DOI: https://doi.org/10.1007/978-3-642-39134-7_7