|
This course enables students to identify, understand and address management control issues in innovative companies particularly concerning calculation, planning, delegation, co-ordination, and financing. The course focuses on flexibility, complexity, innovation, and intangible assets, all of which are highly relevant to innovative companies.
|
|
The course focuses on various management technologies and mechanisms – such as target cost management, Activity Based Costing and financial forecasting that allow phenomena such as innovation, flexibility, and knowledge to be described so as to make them manageable. Management control and finance make visible the portfolio of innovation and knowledge assets, their development, and the monitoring of their effects.
Topics include calculation of economic performance, control of innovation, pricing, strategic alignment through performance measurement and strategy mapping. They also include concerns about financing of entrepreneurial firms and the mobilisation of venture capital.
The course builds on knowledge from the first semester courses in the MIB program.
|
|
Kaplan, R. S. and David P. Norton (1996): the balanced scorecard - translating strategy into action. Boston, Mass.: Harvard Business School Press.
Kaplan, R. S & Cooper, R (1998): Cost and effect, Chapters: Boston, Mass. Harvard University Press
Davila, A & Wouters, M (2004) Designing cost-competitive technology products through cost management, Accounting Horizons, March pp 13-26
Dekker, H., and Van Goor, A. R. (2000): Supply Chain Management and Management Accounting: A Case Study of Activity-Based Costing International Journal of Logistics: Research and Applications, Vol. 3, No. 1,
Smith, J.K. & Smith, R.L. (2004): Entrepreneurial Finance, Wiley.
|
Permalink