ABSTRACT
In this chapter, we discuss strategic control systems and position strategic control as an integral component of the strategic management process. We explore how management’s interpretation of the data generated through strategic control determines the nature of organizational change required. A comprehensive strategic control system includes feedback, concurrent, and feedforward mechanisms and is a critical component in management’s quest to achieve the sport organization’s desired strategic direction. We identify how important it is for senior managers to incorporate data literacy into their skill sets in order to establish and maintain effective strategic control systems. The outcomes from strategic control often lead to organizational change. Therefore, it was important in this chapter to build on the previous chapter’s introductory discussion of organizational change by exploring sources of resistance to change and appropriate management responses. To that end, we explore six sources of resistance to change before detailing approaches for management to mitigate this resistance. We also present nine key competencies aimed at effectively leading the change process.
