Operational and strategic change during temporary turbulence: evidence from the COVID-19 pandemic

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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Managing Culture: The Invisible Barrier to Strategic Change

California Management Review ◽

10.2307/41165187 ◽

1986 ◽

Vol 28 (2) ◽

pp. 95-109 ◽

Cited By ~ 113

Author(s):

Jay W. Lorsch

Keyword(s):

Strategic Change ◽

The Invisible

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CREATING STRATEGIC CHANGE, William A. Pasmore, 1996. Wiley, 284 pp, £24.95, 0 471 59729 5

Small Business and Enterprise Development ◽

10.1002/(sici)1099-1662(199703)4:1<50::aid-sbe73>3.0.co;2-s ◽

1997 ◽

Vol 4 (1) ◽

pp. 50-50

Author(s):

Graham Beaver

Keyword(s):

Strategic Change

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THE EFFECTS OF TOP EXECUTIVE TEAM COMPOSITION, PAY STRUCTURE AND ATTENTION ON STRATEGIC CHANGE: THE CASE OF AIRLINE DEREGULATION.

Academy of Management Proceedings ◽

10.5465/apbpp.2001.6133684 ◽

2001 ◽

Vol 2001 (1) ◽

pp. A1-A6 ◽

Cited By ~ 1

Author(s):

Theresa S. Cho

Keyword(s):

Strategic Change ◽

Team Composition ◽

Executive Team ◽

Airline Deregulation ◽

Top Executive

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Leadership and Strategic Change under Ambiguity

Organization Studies ◽

10.1177/017084069601700406 ◽

1996 ◽

Vol 17 (4) ◽

pp. 673-699 ◽

Cited By ~ 142

Author(s):

Jean-Louis Denis ◽

Ann Langley ◽

Linda Cazale ◽

Jean-Louis Denis ◽

Linda Cazale ◽

...

Keyword(s):

Strategic Change ◽

Collaborative Leadership ◽

Radical Change ◽

Leadership Roles ◽

Linear Pattern ◽

Effective Change ◽

Leadership Group ◽

Political Realignment ◽

University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

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