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An Integrated Methodology for Putting the Balanced Scorecard into Action

Author

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  • Papalexandris, Alexandros
  • Ioannou, George
  • Prastacos, Gregory
  • Eric Soderquist, Klas

Abstract

We develop a compact and integrated methodological framework for Balanced Scorecard (BSC) synthesis and implementation. The proposed methodology capitalizes on existing knowledge, while incorporating critical issues, grounded in our research and experience, which have not been systematically considered or documented in previous work. By identifying shortcomings and critical success factors from literature and experience, the methodology aims at overcoming certain serious predicaments faced by many implementations. The methodology embodies activities related to Project Management, Change Management, Risk Management, Quality Assurance and Information Technology, areas that contribute considerably to BSC implementation success.

Suggested Citation

  • Papalexandris, Alexandros & Ioannou, George & Prastacos, Gregory & Eric Soderquist, Klas, 2005. "An Integrated Methodology for Putting the Balanced Scorecard into Action," European Management Journal, Elsevier, vol. 23(2), pages 214-227, April.
    • Handle: RePEc:eee:eurman:v:23:y:2005:i:2:p:214-227
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    Cited by:

    1. Marie KUBANKOVA & Miroslav HAJEK & Alena VOTAVOVA, 2016. "Environmental and social value of agriculture innovation," Agricultural Economics, Czech Academy of Agricultural Sciences, vol. 62(3), pages 101-112.
    2. Abolfazl Sherafat & Khadijeh Yavari & Sayyed Mohammad Reza Davoodi, 2014. "Evaluation of the Strategy Management Implementation in Project-Oriented Service Organizations," Acta Universitatis Danubius. OEconomica, Danubius University of Galati, issue 10(1), pages 16-25, February.
    3. Alkinoos Psarras & Theodoros Anagnostopoulos & Nikos Tsotsolas & Ioannis Salmon & Lazaros Vryzidis, 2020. "Applying the Balanced Scorecard and Predictive Analytics in the Administration of a European Funding Program," Administrative Sciences, MDPI, vol. 10(4), pages 1-15, December.
    4. D Wu & D L Olson, 2010. "Enterprise risk management: coping with model risk in a large bank," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(2), pages 179-190, February.
    5. Geoffrey Bartlett & Eric Johnson & Philip Reckers, 2014. "Accountability and Role Effects in Balanced Scorecard Performance Evaluations When Strategy Timeline Is Specified," European Accounting Review, Taylor & Francis Journals, vol. 23(1), pages 143-165, May.
    6. Pan, Jeh-Nan & Nguyen, Hung Thi Ngoc, 2015. "Achieving customer satisfaction through product–service systems," European Journal of Operational Research, Elsevier, vol. 247(1), pages 179-190.
    7. van Wessel, R.M., 2008. "Realizing business benefits from company IT standardization : Case study research into the organizational value of IT standards, towards a company IT standardization management framework," Other publications TiSEM 4bdde091-4f3f-4be1-84aa-9, Tilburg University, School of Economics and Management.
    8. Liu, Wenbin B. & Meng, Wei & Mingers, John & Tang, Ning & Wang, Wei, 2012. "Developing a performance management system using soft systems methodology: A Chinese case study," European Journal of Operational Research, Elsevier, vol. 223(2), pages 529-540.
    9. Thomas J. Lampoltshammer & Heidrun Maurer & Nike Pulda & Peter Klimek & Jan Hurt & Ursula Rosenbichler, 2023. "Challenges toward Evidence-Based Policymaking Using Agent-Based Modeling for Federal Sports Grants: A Self-Reflection from a Transdisciplinary Project," Sustainability, MDPI, vol. 15(4), pages 1-34, February.
    10. Alemayehu Molla, 2013. "Identifying IT sustainability performance drivers: Instrument development and validation," Information Systems Frontiers, Springer, vol. 15(5), pages 705-723, November.
    11. Daniel, Elizabeth & Myers, Andrew & Dixon, Keith, 2012. "Adoption rationales of new management practices," Journal of Business Research, Elsevier, vol. 65(3), pages 371-380.

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