Purpose: This paper discusses the potential use of the EEM model as a basis for a framework for integrated empirical studies of the resource based perspective on strategy and management control. The purpose is also to evaluate if EEM; in this somewhat revised version; can also be used for self-assessment with regard to a certain form of critical process analysis based on the PDCA-circle.
Methodology/approach: This paper has emerged as a result of reviews of pertinent literature taken from EEM; Management Control and theories of the Resource Based approach on Strategy (TGF; RBV etc). Further the model has been discussed as a potential model for empirical studies in a global company (in accordance with the Ph licentiate Thesis ‚ÄúReturn of Resources; implications from the Resource Based Perspective on Management Control).
Findings:The results from this suggested modelling; partly based on a limited empirical study of critical process analysis; shows that this somewhat revised EEM model in a very interesting way; can integrate the resource based strategy and management control processes - in the face of company decision processes (ex ante/ex post). The model can therefore potentially be used as a new framework for empirical studies of the resource based approach on strategy and management control.
Keywords: EEM; resource based perspective; management control; PDCA; strategy
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