Interrelation between Strategy Maps and other Implementation Tools and Actions

Abstract

Much attention in the literature of the subject is devoted to the analysis of barriers to the strategy implementation and the tools used for this purpose. Many authors emphasise the usability of the strategy map and indicate its functions in the strategy formulation and implementation processes. However, there are no publications on the interrelations between the strategy map and other aspects, such as the management system, employee involvement or changes in the organisational structure. The purpose of this paper is to examine correlations between these elements. The studies were carried out on a group of 200 Polish companies listed in prestigious rankings. In order to test the hypotheses proposed, the Kendall tau-b correlation analysis was used. It showed the existence of positive relationships between the use of the strategy map and activities associated with employee participation, as well as between the strategy map and other implementation tools (such as BSC, implementation programs or a system for monitoring the company's environment). Such dependences were also obtained for the relationships between the strategy map and the introduction of changes in the organisational structure and in the management system (including informal communication, a motivation system or regularity in measuring the progress in implementation).

Disclosure Of Non-Financial Information In Corporate Social Reporting As A Strategy For Improving Management Effectiveness

“…Specifi cally, the fi nancial perspective of the BSC provides information on intellectual property management, in terms of its effi ciency and eff ectiveness; the Customer Perspective provides information on the company's client base, customer loyalty, product quality; the Learning & Growth Perspective provides human capital information. In addition, the strategy maps would also have a potentially positive eff ect on the strategy implementation process, which can act as a helpful resource when preparing Intellectual Capital Report (Wu, 2005;Radomska 2015. ) The recommendations are developed by the Danish Agency for Trade and Industry.…”

“…; -The Business-Process Perspective -developing a business model that enables the company to evaluate its performance in terms of overall effi ciency and effectiveness, whether the company is headed in the right direction, whether the performance indicators are linked to the company's goals and objectives; -The Human Capital Perspective -the key driver for the entire model used to evaluate staff qualifi cations, loyalty, and motivation, etc. Balanced Scorecard (Kaplan & Norton, 1998;Kaplan & Norton 2004, Wu, 2005Ticha, 2008;Lawson et al 2015;Radomska, 2015) This management system is primarily designed to provide a robust structure for companies to express and achieve their strategic objectives with a representation of causal linkages between them. The system is based on four perspectives: -Financial Perspective -Financial performance indicators that evaluate how the company's strategy affects the fi nancial outcomes; -Customer Perspective -A set of indicators to determine the company's target customers, and defi ne the customer value proposition; -Internal Process Perspective -A set of indicators to assess the effectiveness of internal business processes, and their impact on economic value added; -Learning & Growth Perspective -A set of indicators to measure staff capability, access to information, and organizational climate.…”