Globalization has sweeping consequences for the competitive situation of firms. Markets are integrated, customers are more demanding, new competitors appear, etc. These developments change the conditions for control in companies (Rom and Rhode 2007; Sutton 2006). Consequently, the subject of strategy has acquired greater importance and attracted the interest of many scholars in the field of management control (see for example Bhimani and Langfield-Smith 2007). For a long time research focused on studying how the design and use of management control affect implementation of strategies. In recent years, there has also been a growing interest in examining the role of management control in formulating strategies (Langfield-Smith 2007). This is a welcome expansion of the focus of research in the field, since the primary purpose of the strategy process is to channel attention and distribute it to the areas of special importance for making the firm a strong competitor (cf. Ocasio 1997; Ocasio and Joseph 2008).