Social responsibility as a management control system
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Authors
Barger, Anthony A.
Zabicki, William B.
Subjects
Social Responsibility
Management Control Systems
Strategy
Performance Measures
Management Control Systems
Strategy
Performance Measures
Advisors
Malina, Mary
Dew, Nicholas
Date of Issue
2004-06
Date
June 2004
Publisher
Monterey California. Naval Postgraduate School
Language
Abstract
In this thesis, we examine how businesses with social responsibility as part of their core strategy use related management control systems within Harvard Business School Professor Robert Simons' business strategy control model. The model explains the interaction of four control levers (Beliefs Systems, Boundary Systems, Interactive Control Systems, and Diagnostic Control Systems) to balance business strategy. We examine how management control systems for social responsibility apply to each control lever both in theory and through the application of case examples. Finally we overlay the model from corporate America onto the Naval Postgraduate School to examine where socially responsible management control systems operate to control and adjust the overall socially responsible strategies.
Type
Description
MBA Professional Report
Series/Report No
Master of Business Administration (MBA) Professional Reports
Department
Graduate School of Business & Public Policy (GSBPP)
Organization
Department of Defense Management (DDM)
Identifiers
NPS Report Number
Sponsors
Funder
Format
xii, 45 p. : ill. ; 28 cm.
Citation
Distribution Statement
Approved for public release; distribution is unlimited.
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.