How managers use the balanced scorecard to support strategy implementation and formulation processes

Ferreira, Ana

doi:10.1016/j.tekhne.2017.04.001

Cited by 15 publications

(8 citation statements)

References 47 publications

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“…The popularity of macs tools to support strategy has grown in recent years, the interest emanates from the developments of methods such as budgeting, the balanced scorecard (Ferreira, 2017), or activity-based costing.…”

Section: Management Accounting and Control Systems And Their Role In Organizationsmentioning

confidence: 99%

Management accounting and control system in the u-model internationalization process. A case study

Roque

Raposo

2021

Innovar

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This study examines the role of management accounting and management control systems (macs) in the successful implementation of the Uppsala Internationalization Model (U-Model) and in the improvement of firms’ performance. To achieve this, and after a broad literature review, a case study was conducted. Using a dynamic and “inside-out” approach, data was collected through interviews and documental analysis. The internationalization model (im) of a company and the relationship between macs and its internationalization strategy (U-Model) were analyzed. This study emphasizes the existence of several roles (passive and active) of macs and highlights the fact that these systems are used throughout the internationalization process (ip) in differentiated ways. As far as we know, it is the first time the relationship between macs and a specific internationalization model (U-Model) has been studied. This research helps to increase knowledge in practice, as it helps companies understand how they can adjust their macs according to their U-Model development phase. Given the growing interest in internationalization, we hope to contribute to improving the knowledge on the relationship between macs and the ip and its effects on companies’ performance. This study points to promising results that justify further studies of this relationship.

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Section: Management Accounting and Control Systems And Their Role In Organizationsmentioning

confidence: 99%

Management accounting and control system in the u-model internationalization process. A case study

Roque

Raposo

2021

Innovar

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“…This critical added value has been demonstrated in recent studies [5,25,31,65,66]. For example, [16,67] advocated the position that the BSC items are capable of promoting learning and the alignment of employees with the companies' strategy, provided that the same items are used in a dynamic and interactive way; Arasli et al (2019) [53,68,69] considered that the implementation of the BSC in organisations has a relevant influence on strategic decision-making processes and Dincer & Yuksel (2019) [37,70,71] proved that the use of the BSC reduces the subjectivity surrounding this process; Malagueño et al (2018) [72][73][74] postulated that companies using the BSC demonstrated greater capacity to implement innovations at the operational level. As for Quesado et al (2022) [31], the authors suggest that measurement of organisational performance through the BSC provides fundamental information for decision making, resource allocation, planning and control, influencing employee behaviour towards alignment with organisational objectives and also provides effective communication of corporate strategy [8] in order to influence people, processes and infrastructures with it [75][76][77].…”

Section: Synopsis On the Bscmentioning

confidence: 78%

BSC’s Perspectives Ranking towards Organizational Performance: An Empirical Study Performed with Portuguese Exporters

et al. 2022

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Bearing the growing competition between organisations in mind, managers are focused on keeping on with the search for strategic alignment and performance monitoring. The literature has shed much light into the field of Management but a guide to monitor the defined strategy via Balanced Scorecard (BSC) is still lacking. Few studies have made their focus the question of which perspectives are the most relevant; it is therefore likely that there are different importance rankings between organisations with and without BSC. Highlighting the need to bring insight into this research field concerning the organizational performance measurement of the BSC, quantitative research was performed, to analyse the different rankings of the four perspectives, comparing organisations with and without BSC. The sample was composed of 107 out of the 250 major export organisations of Portugal. The outcomes confirm that the most relevant perspective is indeed the financial perspective, followed by the customer perspective, a finding unanimous in both types of organization (with and without BSC). For organizations without BSC, in third place stands the internal perspective, but, contrastingly, it comes after learning and growth perspective for organisations with BSC. The perspective of learning and growth differs in its rankings between organisations with and without BSC, as it shows up at third position for organizations with BSC, and at the fourth (last) position in organizations without BSC. This research has relevant outcomes for both managers and academia, as it is still a fertile ground, as it guides managers to identify the importance assigned by major exporters to different perspectives, in order to link its indicators. Despite having different levels of importance assigned to the third and fourth perspective, BSC is known and regarded as a meaningful management tool, even by managers who do not have BSC implemented. It conceivably still has growing possibilities in several activity areas.

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“…The Balanced Scorecard fulfills the principles of structuring a managerial control system, as proposed by Otley [79], with key concepts such as goals, strategies, and plans; setting short-term goals; incentive and reward structures; and information feedback cycles. Owing to performance measurement, the Balanced Scorecard plays an essential role in many contemporary organizations, both in the analysis and implementation of strategy and in evaluating the achievement of organizational goals [7,8,42,55,80].…”

Section: Balanced Scorecard As a Methodologymentioning

confidence: 99%

“…Analysis of experiences of recent application of the BSC system in the public sector was presented by de Freitas et al [41]. Papers [42][43][44][45][46][47] are among the most prominent recent publications on organizational performance and the BSC system, where [43,46] consider the application of the BSC model in digital transformation.…”

Section: Previous Researchmentioning

confidence: 99%

Digital Balanced Scorecard System as a Supporting Strategy for Digital Transformation

Fabac

2022

Sustainability

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Reports of the high percentage of failed digital transformation ventures motivate the need to find a comprehensive framework with regulatory attributes to support these initiatives. Due to its structure, consistent strategy decomposition capabilities, and strategic map architecture, the assumption is that a customized version of the Balanced Scorecard can ensure the better overall success of digital transformation projects. The qualitative analysis methodology was applied to previous research, and this study identified critical issues and challenges related to the strategy and overall endeavor of digital transformation. Based on the methodology of the traditional Balanced Scorecard, a draft version of the Digital Balanced Scorecard was formulated. The Digital Balanced Scorecard is a comprehensive, primarily prescriptive model that is focused directly on the challenges, opportunities, and obstacles of transformation. The proposed BSC model can consistently interpret a digital strategy and assist organization leaders in successfully formulating and coordinating all necessary activities and projects to apply technologies. The Digital BSC provides the projection of financial results and improvements in sustainability after transformation. The proposed solution to support digital transformation can accelerate an organization’s development, improve efficiency, and strengthen efforts to achieve an organization’s sustainability goals.

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How managers use the balanced scorecard to support strategy implementation and formulation processes

Cited by 15 publications

References 47 publications

Management accounting and control system in the u-model internationalization process. A case study

Management accounting and control system in the u-model internationalization process. A case study

BSC’s Perspectives Ranking towards Organizational Performance: An Empirical Study Performed with Portuguese Exporters

Digital Balanced Scorecard System as a Supporting Strategy for Digital Transformation

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