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Controlling and Strategy Implementation Process - Evidence in Croatia

The characteristics of the controlling function in Croatian firms are presented in this paper. We conducted empirical study with the aim of confirming the hypothesis on inadequate involvement of formal strategic planning and controlling in the Croatian firms. While almost all managers think that their firms have implemented a formal strategy process, we found that there is a domination of operative over strategic tools and instruments in Croatian firms. The results also show that more than half of Croatian firms have a controlling department in the organization structure. The controlling department is mostly centralized, usually in the second management level, organized as a unique organizational unit and with the head of the department who is in most cases responsible to the board of directors. Top management is considered to be the main user of information from the controlling function. It is interesting that firms with an implemented controlling function have a more democratic management style than the firms that have not developed the controlling function

Controlling; Competitiveness; Strategy

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