Social Responsibility as a Management Control System

Abstract

In this report, the authors examine how businesses with social responsibility as part of their core strategy use related management control systems within the business strategy control model set forth by Professor Robert Simons of Harvard Business School. The model explains the interaction of four control levers (Beliefs Systems, Boundary Systems, Interactive Control Systems, and Diagnostic Control Systems) to balance business strategy. The authors examine how management control systems for social responsibility apply to each control lever both in theory and through the application of case examples. Finally, they 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. (3 tables, 31 refs.)

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Document Details

Document Type
Technical Report
Publication Date
Jun 01, 2004
Accession Number
ADA424764

Entities

People

  • Anthony A. Barger
  • William B. Zabicki Jr

Organizations

  • Naval Postgraduate School

Tags

Communities of Interest

  • Biomedical
  • Human Systems

DTIC Thesaurus Topics

  • Base Closures
  • Business Administration
  • Commerce
  • Control Systems
  • Employment
  • Environment
  • Environmental Protection
  • Governments
  • Information Systems
  • Investments
  • Law
  • Management Personnel
  • Military Organizations
  • Organizational Structure
  • Recreation
  • Students
  • United States

Readers

  • Computer Science.
  • Economics
  • Robotics and Automation.