Factors influencing strategy implementation decisions: an evaluation of a balanced scorecard cockpit, intelligence, and knowledge

Strohhecker, Jürgen

doi:10.1007/s00187-015-0225-y

Cited by 22 publications

(19 citation statements)

References 55 publications

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“…The BSC is a cooperative tool with a focus on development, communication, goal setting, and feedback, helping in strategic decisions by linking the goals to the organizational strategy, making the BSC a relevant management tool for companies to use to achieve their set goals [75]. BSC might be seen as a "vehicle" that helps companies in making breakthroughs [76], as it provides focused and useful information to managers [77]. Even organizations that had not yet implemented the BCS recognize that the BSC has the power to promote performance and strategy [78].…”

Section: The Impact Of Balanced Scorecard In Systematic Monitoring Ofmentioning

confidence: 99%

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Rep

Žager

Oliveira

2019

J. inf. organ. sci. (Online)

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The purpose of this paper is to analyse whether the extent and quality of voluntarily disclosed information regarding intellectual capital (IC) are correlated with certain characteristics of a company. IC is very important for IT companies. Therefore, financial and non-financial statements of 32 high-tech companies were investigated using the content analysis method. To test the influence of firm characteristics on the intellectual capital disclosure index (ICDI), the regression model was used. The size of the firm was the only independent variable that has had a statistically significant influence on the ICDI. The auditor type, as well as financial ratios, have not shown a statistically significant influence on the extent and quality of IC disclosures. This study reflects the state regarding the voluntary IC disclosures in Croatia and therefore the study may be a roadmap for further research and, more importantly, might promote awareness of the importance of transparent reporting.Generally, intangibles, IAs, and IC are often used interchangeably with the same general meaning. There are various definitions of IC which exist in literature. Edvinsson, Malone and Brooking, the pioneers when it comes to IC, have a similar but a bit different view on the IC components. According to Brooking, IC divides into human-centered assets, infrastructure assets, intellectual property assets, and market assets, while Edvinsson and Malone have divided IC into human capital, structural capital (organizational, process, and innovation capital), and customer capital [1]. Sullivan [2] has summarized the several definitions of IC, as defined by the pioneers into the field of knowledge creation: "Hubert Saint-Onge defines knowledge capital as the sum of human capital (the capabilities of the individuals required to provide solutions to customers); customer capital (the depth, width, attachment, and profitability of the franchise); and structural capital (the organizational capabilities of the organization to meet market requirements); Leif Edvinson of Skandia defines it as "the sum of the firm's human and structural capital."; and Tom Stewart of Fortune magazine defines IC as "the intangible assets of skill, knowledge, and information." As defined by Larry Prusak, IC is "intellectual material that has been formalized, captured, and leveraged to produce higher-valued assets [3]." Bounfour and Edvinson [4] state that "at the corporate level, intangible investments (research and development or R&D, innovation, knowledge creation and fertilization, marketing and advertising expenditures) are now unanimously considered the most important sources of performance." "The intellectual capital (IC) held by a firm can be thought of as a form of 'unaccounted capital' within the traditional accounting system… described as the knowledge-based equity that supports the knowledge-based assets of a firm [5]." According to the words of Choo and Bontis [6] "as long as the economic forces embrace new knowledge-intensive industries, the field of intellectual...

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Section: The Impact Of Balanced Scorecard In Systematic Monitoring Ofmentioning

confidence: 99%

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Rep

Žager

Oliveira

2019

J. inf. organ. sci. (Online)

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“…BSC enables the organization to link short-term actions to the defined long-term strategy. For example, establishing relationships between balanced evaluations, annual budgeting, and planning enable the organization to determine its budget and to plan based on the defined strategy rather than on financial short-term goals (Kaplan and Norton 1992;Wu 2012;Hoque 2014;Rasoolimanesh et al 2015;Strohhecker 2016).…”

Section: Strategic Management: Control Of Implementationmentioning

confidence: 99%

Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry

Ayoubi¹,

Mehrabanfar

Banaitis

2018

Administrative Sciences

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The role of strategic management is to handle the day-today needs of the firms with respect to current events of fluctuating markets so that they can effectively reach to their pre-planned, long-term goals. This study aims to explain the steps taken to design a new conceptual framework in the strategic management department of the National Iranian Gas Export Company (NIGEC), as well as the main components of the conceptual framework. It first goes through the logic behind the techniques applied to design this conceptual framework, and then each component is explained as to why it works as part of an integrated conceptual framework. This new framework is part of a change regime in the organisation along with the whole oil industry in Iran aimed at contributing to directing the organisations confronted with rapidly altering environments. The insights of this study shed light on the basics of designing an adjusted conceptual framework for managers and researchers, and all companies faced with constant internal and external challenges and other characteristics of modern organisations.

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“…El BSC incrementa la capacidad de una organización para alcanzar su estrategia y su visión [8], pues influye en su diseño y ejecución exitosa. Además, permite alinear las actividades diarias de la empresa con su misión y estrategia, prediciendo el desempeño futuro y ayudando a centrar el esfuerzo en lo que realmente tendrá un impacto en el logro de sus objetivos estratégicos [9].…”

Section: Introductionunclassified

“…Strohhecker [8] enfatizó que las cuatro perspectivas del BSC están interrelacionadas. En resumen, la perspectiva financiera indica cómo la transformación de la estrategia da como resultado el éxito económico, la perspectiva del cliente muestra cómo se crea valor para el cliente, la perspectiva del proceso presenta los procesos internos que permiten satisfacer las expectativas de los clientes y la perspectiva de aprendizaje y crecimiento describe la infraestructura necesaria para alcanzar los objetivos de las otras tres perspectivas [10].…”

Section: Introductionunclassified

Balanced Scorecard como estrategia para el cumplimiento de KPI’s de un e-commerce peruano

Alarcón¹,

Chávez²,

Oblitas³

2020

Proceedings of the 18th LACCEI International Multi-Conference for Engineering, Education, and Technology: Engineering, Integrat

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The aim of this research was to determinate the Balanced Scorecard (BSC) impact on the fulfillment of the Key Performance Indicators (KPI's) of an e-commerce. Through the evaluation of the current status of the KPI's and the implementation of BSC. The techniques used were observation and documentary analysis. The data collection was carried out using the verification list as an instrument to examine the fulfillment status of KPI's. This technique mentioned above had the aim to achieve the strategy, it reaches a high performance and the organizational objectives measures by the KPI's. According to the results of the fulfillment of the KPI's, the impact of the use of BSC was significant due to p<0.05.

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Factors influencing strategy implementation decisions: an evaluation of a balanced scorecard cockpit, intelligence, and knowledge

Cited by 22 publications

References 55 publications

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry

Balanced Scorecard como estrategia para el cumplimiento de KPI’s de un e-commerce peruano

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