Strategy map concepts in a balanced scorecard cockpit improve performance

Hu, Bo; Leopold‐Wildburger, Ulrike; Strohhecker, Jürgen

doi:10.1016/j.ejor.2016.09.026

Cited by 42 publications

(43 citation statements)

References 46 publications

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“…Using a linear programming model (i.e., DEMATEL), they selected those relationships that should be included in a strategy map. Using a strategic-operations research perspective, Hu et al (2017) show that participants do not make better decisions when facing a reduced set of strategy-related indicators that are assigned to strategic themes and grouped into the four classic BSC dimensions. Instead, the BSC strategy map concept integrated into decisionsupporting dashboards, such as the BSC, increases strategy-implementation performance.…”

Section: Review Of the Bsc Design Attributesmentioning

confidence: 99%

“…Malmi (2001) reports that the number of measures in a BSC ranges between a minimum of 4 and a maximum of 25 while Van der Stede et al (2006) find that increasing the number of performance measures may help organizations obtain better organizational performance, maintaining that managers would have an incentive to focus on those activities for which their performance is measured and evaluated on, often at the expense of other relevant but non-measured activities. Operations managers can contribute a number of important measures, which are linked to the overall strategy of the organization (Hu et al, 2017). These measures can vary from product innovation, to productivity, inventory, lead time, quality, and cost amongst others (Kolehmainen, 2010).…”

Section: (5) Relationship Between Performance Measures and Managerialmentioning

confidence: 99%

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Comprehensive performance measurement systems design and organizational effectiveness

Lucianetti¹,

Battista

Koufteros

2019

IJOPM

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Purpose -The paper aims to provide empirical evidence regarding the relationship between the level of comprehensiveness of a Performance Measurement System (PMS) and its respective organizational effectiveness. The extant literature has highlighted that a PMS may successfully contribute to the implementation of the organizational strategy, with the Balanced Scorecard (BSC) serving as an exemplar of a strategy performance management tool and playing a primary role to this end. However, the reasons for the overall high rate of failure in the implementation of the BSC remain unexplained and, to date, little empirical research exists regarding the design of PMSs such as the BSC and its constituent elements.Design/methodology/approach -Using a survey of 103 Italian managers, the paper advances a model describing a comprehensive BSC design, after identifying the key attributes from the performance management literature. Data were analyzed using cluster analysis and multiple regression analysis.Findings -Results suggest that organizations are implementing the BSC following two different approaches, which vary from a less comprehensive to a more comprehensive design.More importantly, the BSC design explains variation across three organizational effectiveness measures: (1) improvements in translating the organizational strategy into operational goals, (2) understanding cause-effect relationships, and (3) enhancing internal communication among employees. Originality/value -The paper builds on and extends the previous literature on performance management in two ways. First, via a literature review, it introduces a model describing a comprehensive BSC design which includes 12 attributes. Second, it demonstrates that organizational effectiveness varies positively with the level of comprehensiveness of the BSC design.

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Section: Review Of the Bsc Design Attributesmentioning

confidence: 99%

Section: (5) Relationship Between Performance Measures and Managerialmentioning

confidence: 99%

Comprehensive performance measurement systems design and organizational effectiveness

Lucianetti¹,

Battista

Koufteros

2019

IJOPM

View full text Add to dashboard Cite

show abstract

“…[4] Feedback and learning, a continuous process of evaluation in three levels (company, departments and employees) through monitoring short-term results and evaluating the strategy based in recent performance, enabling firms to modify or adapt strategies "to reflect real time learning." According to Hu, Wildburger and Strohhecker (2017), the BSC is one useful tool to control strategy implementation. Through an experimental research, which analyzed strategy implementation on the perspective of strategicoperations, BSC provided the most focused and useful information, in comparison to other management tools.…”

Section: What Is New About Strategic Management?mentioning

confidence: 99%

The Winding Road of Corporate Strategy

Mendes

2018

Pensamento Contemporâneo em Administração

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This paper addresses the issue of Corporate Strategy aiming to answer four research questions: "what is Strategy about?", "who shapes the Strategy?", "what is new about Strategic Management?" and "what is wrong with Strategic Management?" To do so, the study was based on a systematic exploratory research and bibliographic review. For each question, a specific set of authors were selected, mainly based on books and papers published in relevant academic journals. A set of theoretical propositions is presented at the end of each analysis, in an attempt to summarize the main findings. Overall, the paper shows that corporate strategy is a complex and intricate issue, in constant evolution but, at the same time, with many problems still to be solved.

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“…Vários trabalhos aplicaram o Balanced Scorecard, em diversas áreas, tais como, segurança escolar (ALOLAH et al, 2014), empresa de corretagem hipotecária (HU et al, 2017), prestadores de serviços de logística terceirizados (RAJESH et al, 2012), gestão de resíduos sólidos urbanos (MENDES et al, 2012), programa de educação ambiental em universidades (GUERRA et al, 2018), bancos comerciais (AL-DWEIKAT e NOUR, 2018), organizações listadas em bolsa de valores (SAAD e DARAGHMA, 2016; CHENG e HUMPHREYS, 2016), instituições federais de ensino superior (CUNHA e KRATZ, 2016) entre outros. Upadhyay (2012) realizou um estudo de caso desenvolvendo o Balanced Scorecard em uma empresa petrolífera na Índia.…”

Section: Introductionunclassified

Análise dos fatores críticos de implementação do balanced scorecard: soluções para o setor de projetos de uma empresa petrolífera

Souza

Tosta

2019

R. Gest. Industr.

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Este artigo teve como objetivo analisar as dificuldades enfrentadas pela Equipe de Projetos, de uma empresa petrolífera com atuação no Espírito Santo, quanto à implementação do Balanced Scorecard (BSC) e propor soluções. Para tanto, foi realizado um estudo de caso, utilizando-se, principalmente de entrevistas semiestruturadas e análise documental. Foram constatados vários problemas no BSC existente, tais como visão muito extensa e abrangente, falta de definição de responsáveis por cada indicador de desempenho, definição de muitos objetivos sem que todos tivessem indicadores correspondentes, desequilíbrio entre os indicadores que permeavam as perspectivas do BSC, etc. Em decorrência destes problemas a equipe não conseguia alcançar a nenhum dos objetivos inicialmente propostos. Com o intuito de corrigir e minimizar os problemas anteriores foi elaborada uma nova estratégia dadas à necessidade do setor que possui grande demanda de projetos e o não consegue produzir com a mesma velocidade com que os mesmos chegam. O BSC proposto apresenta sete objetivos estratégicos e doze indicadores com a finalidade de aumentar a produtividade bem como da qualidade dos trabalhos realizados pela equipe. Além disso, espera-se que esta nova versão do BSC possa ser mais efetiva e que permita a sua eficaz implementação e operacionalização.

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Strategy map concepts in a balanced scorecard cockpit improve performance

Cited by 42 publications

References 46 publications

Comprehensive performance measurement systems design and organizational effectiveness

Comprehensive performance measurement systems design and organizational effectiveness

The Winding Road of Corporate Strategy

Análise dos fatores críticos de implementação do balanced scorecard: soluções para o setor de projetos de uma empresa petrolífera

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