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dc.contributor.authorSzutowski, Dawid
dc.date.accessioned2021-10-08T04:02:37Z
dc.date.available2021-10-08T04:02:37Z
dc.date.issued2021
dc.date.submitted2021-10-07T10:12:36Z
dc.identifierhttps://library.oapen.org/handle/20.500.12657/50857
dc.identifier.urihttps://directory.doabooks.org/handle/20.500.12854/72165
dc.description.abstractChapter 4 is designed so as to consolidate the discussion presented in Chapters 1–3. It introduces the control-decision-innovation (CDI) model and thus concludes the process of its gradual development. The foundation of the model is derived from the complex, and therefore challenging, nature of innovation system management and control. Consequently, it demonstrates that a direct link between management control systems and decision-making quality exists, but differs in terms of the specific tools and control types implemented within the organisation. In addition to that, the model indirectly links MCSs to decision-making quality via the transactive memory system to account for the cognitive interdependence of specialists equipped with expert knowledge. This path is obligatory, as expert knowledge is nothing less than crucial in innovation development. Next, the model specifies that the efficiency of an innovation development system results from the sum of the quality of all decisions made within all the functional areas involved. In other words, the logic behind the CDI model is that mechanistic and organic management control systems have direct and indirect positive effects on decision-making efficiency and decision effectiveness, which in turn have a direct positive effect on the composite innovation index.
dc.languageEnglish
dc.rightsopen access
dc.subject.classificationthema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniquesen_US
dc.subject.classificationthema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniques::KJMV Management of specific areas::KJMV6 Research and development managementen_US
dc.subject.classificationthema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJC Business strategyen_US
dc.subject.otherManagement Control Systems, Decision-Making, Innovation Development, CDI model, transactive memory system, decision effectiveness
dc.titleChapter 4 The Control-Decision- Innovation (CDI) Model
dc.typechapter
oapen.identifier.doi10.4324/9781003215035-5
oapen.relation.isPublishedByfa69b019-f4ee-4979-8d42-c6b6c476b5f0
oapen.relation.isPartOfBook197f13b0-2d62-4c97-a81d-360c50c7728a
oapen.relation.isbn9781032103723
oapen.relation.isbn9781032103754
oapen.imprintRoutledge
oapen.pages43
oapen.review.commentsTaylor & Francis open access titles are reviewed as a minimum at proposal stage by at least two external peer reviewers and an internal editor (additional reviews may be sought and additional content reviewed as required).
oapen.peerreviewProposal review
peerreview.review.typeProposal
peerreview.anonymitySingle-anonymised
peerreview.reviewer.typeInternal editor
peerreview.reviewer.typeExternal peer reviewer
peerreview.review.stagePre-publication
peerreview.open.reviewNo
peerreview.publish.responsibilityPublisher
peerreview.idbc80075c-96cc-4740-a9f3-a234bc2598f1
peerreview.titleProposal review


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