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Does the Balanced Scorecard make a difference to the strategy development process?

Tapinos, E.; Dyson, R. G. and Meadows, M. (2011). Does the Balanced Scorecard make a difference to the strategy development process? Journal of the Operational Research Society, 62 pp. 888–899.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1057/jors.2010.99
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Abstract

A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision-making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard, upon the strategy process. Recently, it has been suggested that as a strategy tool, the Balanced Scorecard can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the Balanced Scorecard and those that have not, the impact is not comprehensive.

Item Type: Journal Item
Copyright Holders: 2010 Operational Research Society Ltd.
ISSN: 1476-9360
Extra Information: Special Issue Paper
Keywords: strategy development process; performance measurement/management; balanced scorecard; survey
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Strategy and Marketing
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 28174
Depositing User: Maureen Meadows
Date Deposited: 15 Feb 2011 15:37
Last Modified: 07 Dec 2018 22:07
URI: http://oro.open.ac.uk/id/eprint/28174
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