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Construire les stratégies avec le Balanced Scorecard:vers une approche interactive du modèle de Kaplan et Norton

  • Gérald Naro

    ()

    (Montpellier Recherche Management, ISEM, ERFI FCCS)

  • Denis Travaillé

    (Université de Montpellier Sud de France, IAE, CREGOR COST)

Registered author(s):

    (VF)L’objectif de cet article est de confronter le Balanced Scorecard avec le modèle des leviers de contrôle de Simons (1995) et de discuter de son rôle dans les différentes phases du processus stratégique. Nous privilégions une représentation du BSC comme outil de contrôle interactif. Notre recherche est fondée sur une méthodologie longitudinale de type recherche action à partir de l’étude de deux cas. Les résultats montrent que le BSC crée un processus de construction collective favorisant l’émergence de stratégies. Le BSC se présente alors comme un outil pertinent de contrôle interactif.(VA)This article confronts the Balanced Scorecard (BSC) with Simons’ (1995) levers of control model and discusses its role during the various stages of the strategic process. We represent the BSC as an interactive control device. Our research is based on longitudinal methodology from the actionresearch paradigm. We report two cases. The results show that the BSC generates a process of collective elucidation hence shaping emergent strategies. The BSC thus seems to be a relevant tool for interactive control.

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    Article provided by revues.org in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 13 (2010)
    Issue (Month): 2 (June)
    Pages: 33-66.

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    Handle: RePEc:dij:revfcs:v:13:y:2010:i:q2:p:33-66.
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    1. Henri, Jean-Francois, 2006. "Management control systems and strategy: A resource-based perspective," Accounting, Organizations and Society, Elsevier, vol. 31(6), pages 529-558, August.
    2. Pettigrew, Andrew M., 1997. "What is a processual analysis?," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 337-348, December.
    3. Hinings, C. R., 1997. "Reflections on processual research," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 493-503, December.
    4. Widener, Sally K., 2007. "An empirical analysis of the levers of control framework," Accounting, Organizations and Society, Elsevier, vol. 32(7-8), pages 757-788.
    5. Bisbe, Josep & Otley, David, 2004. "The effects of the interactive use of management control systems on product innovation," Accounting, Organizations and Society, Elsevier, vol. 29(8), pages 709-737, November.
    6. Ahrens, Thomas & Chapman, Christopher S., 2006. "Doing qualitative field research in management accounting: Positioning data to contribute to theory," Accounting, Organizations and Society, Elsevier, vol. 31(8), pages 819-841, November.
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