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This book is about competitive advantage and how it is created at
the company level. Our theoretical starting point is that the
alignment of strategies and control systems affects the firm's
chances of successfully positioning itself in its chosen area of
competition. The firm is in a better position to concentrate on
activities that create value for the customer if its strategies and
control systems are mutually consistent and adapted to expected
external demands. This book is thus a contribution to the
literature that treats competitive advantage on the basis of the
match between the environment and internal resources. Our ambition
has been to provide additional knowledge in the area through a
comprehensive discussion on co-ordination and integration of
strategies and control systems.
The link between strategies and control systems and how it
ultimately af fects the competitiveness of firms is an area that is
attracting the atten tion of practitioners and scholars. There is a
need to discuss which combi nations of strategies and control
systems can be assumed to contribute to competitive strength. In
this book we have chosen to highlight the role of management
control and manufacturing control in this respect. For a long time
these two types of control systems were regarded as more or less
separate subjects of research and study. However, the differences
between management control and manufacturing control are
diminishing, a ten dency that we support. The book is written in
this spirit of approval. The models and hypotheses advanced in the
book were developed over a long period of time. They are based on
research and have been published and otherwise presented in a
variety of different circumstances (see, for example, Jansson et
al., 2000; Kald et al., 2000; Nilsson, 1994, 1997, 2002; Rapp et
al., 2000). Our colleagues have stimulated our thinking and have
contributed to further refinement of the thoughts presented in the
book. We would like to thank Professor Leif Appelgren, Professor
Thomas Falk, Professor Nils Goran Olve, Professor Rolf Rundfelt,
Professor Bengt Saven, Associate professor Vivian Vimarlund and
Assistant professor Alf Westelius for their valuable comments and
inspiration.
The fifth International Telework Workshop was held in Stockholm in
the fall of 2000. The conference was attended by almost 100
participants from all continents of the world. It therefore covered
a broad range of subjects relating to Telework. Its success was in
some part due to the work of the program committee composed of
Birger Rapp (General Chairman), Maarten Botterman, Geoff Dick, Gil
Gordon, Ursula Huws, Paul Jackson, Peter Johnston, Patricia L.
Mokhtarian, Victor de Pous, Lars Qvotrup, Wendy Spinks and Reirna
Suomi. After the conference we decided to write a book on the theme
"Organization and the future after 2000." Many of the participants
as well as others were invited to contribute a chapter of about ten
pages. The resulting book of almost 400 pages therefore provides a
comprehensive overview of ongoing research in the field of
Telework. Birger Rapp and Paul Jackson edited the book. The
intended audience for this book spans disciplinary and professional
boundaries. It primarily relates to the disciplines of Business and
Management Studies, Information Management, E-commerce and
E-business. In a broader sense, it relates to Sociology, Media
Studies and Economics.
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