Controlling the Boundaryless Enterprise: Strategies and Control Systems

This chapter focuses on the consequences of the above for the management of boundaryless organizations. These consequences are less concerned with what is required from a modern corporation’s managers, as discussed in section 9.2.3, than with the actual instruments that management-oriented controlling functions employ to support boundaryless corporation management. Controlling is consequently a means of steering, monitoring and governing. While management defines goals, strategies, and organization structures, controlling steers the ongoing process as an integral function of the management process (Picot / Böhme 1999). Certain instruments and methods are available for this purpose. However, before describing which controlling methods are required for the new demands in the following section, the change in what is understood by strategy and corporate strategy creation will be discussed first as a starting point and as a point of reference.