Implementing the Balanced Scorecard in Greece: A Software Firm’s Experience

Papalexandris, Alexandros; Ioannou, George; Prastacos, Gregory P.

doi:10.1016/j.lrp.2004.05.001

Cited by 46 publications

(97 citation statements)

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“…On the contrary, the current research showed consistent results with those of Papalexandris, Ioannou and Prastacos (2004). The interactive use of the BSC promotes the sharing of information on initiatives and an action carried out by each responsibility area and, often, leads to the emergence of transversal teams that assume collective responsibility to implement initiatives, actions or projects.…”

Section: Bu Managers Commitment To Strategysupporting

confidence: 79%

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

Ferreira

2017

Tékhne

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In the last twenty years the relationship between Management Control Systems (MCS) and strategy has become a relevant issue to management control investigation. This study aims to understand how managers use the Balanced Scorecard (BSC) to support the processes of implementation and formulation of strategy. The research adopts an exploratory case study approach and was conducted on a business unit of a large industrial Portuguese company.Results were analysed from the standpoint of Simons' four control levers (1995, 2000), and demonstrate that the BSC methodology may be used under a diagnosis mode to implement deliberated strategies and, simultaneously, under an interactive mode to promote learning, support strategy revision, and provide conditions for new strategies. The research provides insights into the relationship between MCS and strategy, as it identifies the characteristics of using the BSC in the several levers of control.

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Section: Bu Managers Commitment To Strategysupporting

confidence: 79%

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

Ferreira

2017

Tékhne

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“…This is despite the fact that empirical evidence indicates that the implementation of an SBSC might as well be beneficial for such companies [5,8,[15][16][17][18]. Several case studies describe the concrete development and implementation process of an SBSC, but these deal exclusively with large-scale enterprises [19][20][21][22][23]. There is still relatively little discussion of SBSC in SMEs and authors dealing with the SBSC in SMEs [5,15,24,25] are asking for further research.…”

Section: Introductionmentioning

confidence: 99%

Sustainability Management with the Sustainability Balanced Scorecard in SMEs: Findings from an Austrian Case Study

et al. 2016

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Abstract:Given the economic importance of small and medium sized enterprises (SMEs) and their need for strategic sustainability management, this paper examines the concept of Sustainability Balanced Scorecard (SBSC) with respect to SMEs. This case study describes the development of an SBSC in a middle-sized Austrian brewery. The existing methods used in SBSC creation were adapted to suit the company's specific needs. The findings show that when developing an SBSC it is important to take specific SME characteristics into account and apply methods that allow for adaptation to the prevailing conditions, such as strategic management, organizational structure and resources. In the case study special attention was paid to strategy analysis and thereby the creation of a solid basis for the SBSC. Furthermore, the results show SBSC development is not a process of distinct consecutive steps, as it is often suggested in the literature, but rather that it is a complex process marked by iterative steps. Moreover, the paper highlights the supporting factors and challenges experienced. Whereas top management support, the presence of a project team and high employee involvement were identified as key supporting factors, a lack of specific resources and blurry strategy formulation exert negative influence on the development process. The results presented here should help other SMEs in their development of an SBSC. The paper stimulates scientific discourse on sustainability and strategic management by highlighting the relevant supporting factors and challenges.

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“…Assim poderá ser apontada a fase de desenho do BSC, como a dimensão de conteúdo da mudança, a dimensão de processo corresponderá à implementação do BSC, em que o desenho do mesmo é integrado e adaptado à organização; a dimensão de contexto corresponderá à utilização e funcionamento do BSC. Esta última dimensão prende--se com a forma como o desenho do BSC é aplicado na prática, pois a sua utilização dependerá muito da forma como foi implementado (Papalexandris et al, 2004(Papalexandris et al, , 2005. O factor tempo também é importante -a mudança leva tempo a operar--se e mesmo que o desenho e a implementação do BSC demore apenas alguns meses, é possível que passem vários anos até a totalidade do processo estar consolidado em toda a organização - este ponto prende--se com a continuidade do processo de mudança estratégica (Venkatraman e Gering, 2000e Sioncke, 2005.…”

Section: Figura 6 --Evolução Dos Sistemas De Informação Não Financeirunclassified

A Evolução Do Balanced Scorecard – Uma Comparação Com Outros Sistemas

Saraiva

Alves

2017

HOLOS

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RESUMONo presente trabalho efetuou--se uma análise da evolução histórica do Balanced Scorecard (BSC) comparando a evolução desta ferramenta de gestão com a evolução de outras ferramentas suas contemporâneas. Nesta análise foi demonstrado que a evolução sofrida pelo BSC estará muito relacionada com o facto de o conceito sempre ter tido, ao longo do tempo e desde a sua aparição, uma ampla aplicação prática. Visou também analisar--se o efeito que a utilização deste instrumento introduziu nas práticas de gestão das organizações. O trabalho foi desenvolvido através de análise bibliográfica dos principais textos publicados pelos autores do Balanced Scorecard e por outros que aportaram contribuições importantes para o tema em análise, assim como da constatação relativa ao facto de os autores do conceito sempre terem desenvolvido a aplicação empírica da sua metodologia, contribuindo para a sua disseminação e esta para a sua evolução. Assim considera--se poder concluir que a utilização prática do conceito influenciou a evolução do Balanced Scorecard e, vice--versa, a evolução do mesmo também fez alterar o seu campo de aplicação, a avaliar pelas evoluções mais recentes. PALAVRAS--CHAVE:Balanced Scorecard, evolução, aplicação prática, IAM--Intangible Assets Monitor, Skandia Navigator. THE EVOLUTION OF THE BALANCED SCORECARD --A COMPARISON WITH OTHER SYSTEMS ABSTRACTThis paper makes an analysis of the historical evolution of the Balanced Scorecard (BSC), comparing the evolution of this management tool with the evolution of his other contemporary tools. This analysis shows that the evolution experienced by the BSC will be closely related to the fact that the concept has always had, over time, and since its appearance, a wide practical application. We also aimed to analyze the effect that the use of this management tool introduced in the organizations management practices. The work was developed through an extensive analysis of the main texts published by the authors of the Balanced Scorecard and others who made important contributions to the subject in question as well as the finding on the fact that the concept always had developed with the contributions from empirical application, contributing to its spread and to this evolution. So we can conclude that the practical use of the concept has influenced the evolution of the Balanced Scorecard, this because it is clear that over time the use given to the BSC has evolved, and vice versa, the evolution of the tool did also changed its own scope, judging by recent developments.

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Implementing the Balanced Scorecard in Greece: A Software Firm’s Experience

Cited by 46 publications

References 0 publications

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

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

Sustainability Management with the Sustainability Balanced Scorecard in SMEs: Findings from an Austrian Case Study

A Evolução Do Balanced Scorecard – Uma Comparação Com Outros Sistemas

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