An organization’s management control system should be designed to align with the strategy that guides its efforts toward achieving organizational objectives. However, management control is not merely a reactive toolbox that adapts to an existing strategy. It also comprises a set of proactive methods that can be used to formulate, communicate, and implement strategic initiatives. In this context, management control should be understood as all information-based efforts aimed at influencing employee behavior, both with respect to future intentions and to the balanced evaluation of past performance.
Over the past 30 years, I have worked with various aspects of strategy, management control, and business models. Throughout this period, I have operated at the intersection of theory and practice. Between 1995 and 2001, I was an industrial PhD student, dividing my time equally between academic and industrial engagements. I have reflected on this unique experience in an anthology describing the research environment in Ekonomiska Information System (EIS) at Linköping University.
In recent years, my work has increasingly focused on sustainable business models and on how organizations can create, deliver, capture, and distribute value in ways that contribute simultaneously to economic, social, and environmental sustainability. I have written about this in the book Hållbara affärsmodeller, in which we combine contemporary research with practical examples from industry. A central case in the book is the Swedish company Icebug, whose work on sustainability and value creation is used to illustrate how organizations can develop business models that contribute to a more sustainable society.
My research and teaching address topics such as how organizations can integrate sustainability objectives into their business models, how value is created for multiple stakeholders, and how companies can balance economic, social, and environmental goals. I am particularly interested in how strategies and management control systems can be designed to support and accelerate this transition.
Over the past 30 years, I have worked with various aspects of strategy, management control, and business models. Throughout this period, I have operated at the intersection of theory and practice. Between 1995 and 2001, I was an industrial PhD student, dividing my time equally between academic and industrial engagements. I have reflected on this unique experience in an anthology describing the research environment in Ekonomiska Information System (EIS) at Linköping University.
In recent years, my work has increasingly focused on sustainable business models and on how organizations can create, deliver, capture, and distribute value in ways that contribute simultaneously to economic, social, and environmental sustainability. I have written about this in the book Hållbara affärsmodeller, in which we combine contemporary research with practical examples from industry. A central case in the book is the Swedish company Icebug, whose work on sustainability and value creation is used to illustrate how organizations can develop business models that contribute to a more sustainable society.
My research and teaching address topics such as how organizations can integrate sustainability objectives into their business models, how value is created for multiple stakeholders, and how companies can balance economic, social, and environmental goals. I am particularly interested in how strategies and management control systems can be designed to support and accelerate this transition.
