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dc.contributor.authorSzutowski, Dawid
dc.date.accessioned2021-10-07T10:12:36Z
dc.date.available2021-10-07T10:12:36Z
dc.date.issued2021
dc.identifier.urihttps://library.oapen.org/handle/20.500.12657/50857
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.en_US
dc.languageEnglishen_US
dc.subject.classificationbic Book Industry Communication::K Economics, finance, business & management::KJ Business & management::KJM Management & management techniquesen_US
dc.subject.classificationbic Book Industry Communication::K Economics, finance, business & management::KJ Business & management::KJM Management & management techniques::KJMV Management of specific areas::KJMV6 Research & development managementen_US
dc.subject.classificationbic Book Industry Communication::K Economics, finance, business & management::KJ Business & management::KJC Business strategyen_US
dc.subject.otherManagement Control Systems, Decision-Making, Innovation Development, CDI model, transactive memory system, decision effectivenessen_US
dc.titleChapter 4 The Control-Decision- Innovation (CDI) Modelen_US
dc.typechapter
oapen.identifier.doi10.4324/9781003215035-5en_US
oapen.relation.isPublishedBy7b3c7b10-5b1e-40b3-860e-c6dd5197f0bben_US
oapen.relation.isPartOfBook259eb09d-77b9-46a0-beb1-e51627cbea23en_US
oapen.relation.isbn9781032103723en_US
oapen.relation.isbn9781032103754en_US
oapen.imprintRoutledgeen_US
oapen.pages43en_US
oapen.remark.publicFunder name: Poznań University of Economics and Business


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