Modelling drivers of adapt for effective strategy execution

2014 ◽  
Vol 21 (6) ◽  
pp. 369-391 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil Sushil
Keyword(s):  
Learning Organization ◽  
Balanced Scorecard ◽  
Model Building ◽  
Test Methods ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Score Card ◽  
Adaptive Culture

Purpose – The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings – The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution. Research limitations/implications – In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts. Practical implications – There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution. Originality/value – Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.

Improving integrated reporting

2019 ◽  
Vol 20 (1) ◽  
pp. 60-82 ◽  
Author(s):  
Rada Massingham ◽  
Peter Rex Massingham ◽  
John Dumay
Keyword(s):  
Value Creation ◽  
Balanced Scorecard ◽  
Intangible Assets ◽  
Organisational Learning ◽  
Performance Measurement System ◽  
Intangible Asset ◽  
Strategy Execution ◽  
Integrated Reporting ◽  
Content Type ◽  
Future Value

Purpose The purpose of this paper is to present a new learning and growth perspective for the balanced scorecard (BSC) that includes more specific measures of integrated thinking and value creation to help improve integrated reporting (<IR>). Practical, relevant definitions of these historically vague concepts may improve intangible asset disclosures (IAD) and increase uptake of the<IR> framework. Design/methodology/approach The paper is conceptual. The authors use organisational learning to theorise about the learning and growth perspective of the BSC, within the context of the practice of IAD. Findings Several criticisms of IAD, the<IR>framework and the BSC have acted as barriers to implementing the<IR>framework. The improved version of the BSC’s learning and growth perspective, presented in this paper, addresses those criticisms by redefining the concept of integrated thinking (learning) and more fully connecting that learning to future value creation (growth). The model is designed to be used in tandem with the<IR>framework to operationalise integrated thinking. A new BSC strategy map illustrates how this revised learning and growth perspective interacts with the other three BSC perspectives to create long-term shareholder value through the management and growth of knowledge within an organisation. Research limitations/implications Organisational learning is an important source of competitive advantage in the modern knowledge economy. Here, the authors encourage further debate on how to report and disclose information on intangible assets, driven by a new conceptual strategy for organisational learning that fully supports the BSC’s capacity to help integrated thinking and future value creation for the<IR>framework. Practical implications From its roots as a performance measurement system, the BSC has become a widely used strategy execution tool. The<IR>framework has struggled to gain traction, but still has value in exploring intangible assets and its disclosure from a systems thinking perspective. The model is designed to bring an explicit understanding of how to improve integrated thinking for the<IR>framework facilitating better measurement, management and reporting of human and structural capital. By doing so, the new model enables a firm to use the BSC to engage with<IR>more effectively, which should also be useful for practitioners given the widespread use of the BSC. Originality/value The analysis of the BSC’s learning and growth perspective reveals two dichotomies – one between resources and growth, and another between systems and capability. The revised perspective resolves these dichotomies with clear, forward-focused measures of learning and intangible asset growth, and multiple vertical and horizontal connections between the perspective’s four constructs. The authors demonstrate practical paths to value creation through a range of strategic impacts.

Strategy maps: the essential link between the balanced scorecard and action

2015 ◽  
Vol 36 (2) ◽  
pp. 34-40 ◽  
Author(s):  
Rainer Lueg
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Content Type ◽  
Strategy Maps ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Action Strategy ◽  
Recent Developments ◽  
Balanced Scorecards ◽  
Strategy Map

Purpose – The purpose of this paper is to show how the use of Strategy Maps substantially improves the implementation success of balanced scorecards (BSC). The BSC is supposed to translate strategy into action. Strategy maps support this by showing cause-and-effect chains. But what does this mean for strategy execution in practice? To achieve better BSC implementations, the author uncovers pitfalls and names the remedies. Design/methodology/approach – The author summarizes the most important findings from initially over 1,000 studies that have dealt with the BSC from 1992 to 2012. Findings – BSC implementations that use a sophisticated Strategy Map appear to be successful. Strategy maps foster a better understanding of the BSC among employees, create greater commitment and less resistance and are superior to the BSC itself in communicating how to achieve strategic goals. Also, strategy maps facilitate managers’ evaluation of the relevant environment. Nevertheless, the common measure bias is a usual pitfall: top managers have a tendency to use their own strategic targets as a yardstick for lower-level employees. Originality/value – This paper helps managers understand the most recent developments on strategy maps. In particular, the author highlights that causalities do not exist in organizations in the same way as there are “laws” in physics. Instead, organizations need to customize their BSC to their way of doing business.

The balanced scorecard: comments on balanced scorecard commentaries

2012 ◽  
Vol 8 (4) ◽  
pp. 539-545 ◽  
Author(s):  
Robert S. Kaplan
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Personal Writing ◽  
Strategy Formulation ◽  
Content Type ◽  
The Balanced Scorecard ◽  
The Past ◽  
Personal Experiences ◽  
Practical Implications

PurposeThe purpose of this paper is to provide the author's insights about five papers written in this volume about his published work on the balanced scorecard (BSC).Design/methodology/approachThe author's comments are based on his personal writing, teaching, speaking about, and implementing the BSC during the past 20 years.FindingsThe author finds that academic commentary on the BSC often ignores its role in strategy execution.Research limitations/implicationsThe commentary is unique to the author's personal experiences and may not be generalizable to other scholars who have not shared the same experiences.Practical implicationsThe paper may help scholars better understand the role of the BSC for strategy formulation, communication and implementation. It may also aid them in teaching the BSC to students and executives.Social implicationsThe paper discusses how the BSC can be used in public sector applications, as well as for companies that want to internalize environmental, social and community objectives in their strategies.Originality/valueThe paper reflects the personal views of the author; it is original to him.

Towards more effective strategy execution

2020 ◽  
Vol 36 (5) ◽  
pp. 19-21
Keyword(s):  
Driving Force ◽  
Design Methodology ◽  
Reading Time ◽  
The Other ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Overall Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Efficiency in both planning and implementation impact on the overall performance of any strategy. Execution is often below standard though, particularly where public sector firms are concerned. But strong leadership can provide the necessary guidance and serve as a driving force to effectively align all the other key components and significantly improve the outcome as a result. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Development of Balanced Scorecard for healthcare using Interpretive Structural Modeling and Analytic Network Process

2014 ◽  
Vol 11 (3) ◽  
pp. 232-256 ◽  
Author(s):  
Kailash Meena ◽  
Jitesh Thakkar
Keyword(s):  
Health Care ◽  
Health Care System ◽  
Balanced Scorecard ◽  
Integrated Approach ◽  
Analytic Network Process ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Network Process ◽  
Care System

Purpose – The purpose of this paper is to develop a Balanced Scorecard-based performance measurement framework for health care system. Design/methodology/approach – An integrated ISM-ANP-based quantitative approach is used for the development of balance scorecard for health care system. The necessary insights are drawn from the secondary literature. Findings – This research identifies Key Performance Indicators and their interrelationships for health care system. An integrated approach of ISM and ANP is employed for the development of balance scorecard. Research limitations/implications – The findings of the research are based on insights gained from secondary literature and an analysis of five cases in health care segment and hence generalization of proposed framework is limited to the system representing some commonalities with chosen cases. Practical implications – Health care is the diagnosis, treatment and prevention of disease, illness, injury and other physical and mental impairments in humans. Access to health care varies across countries, groups and individuals, largely influenced by social and economic conditions as well as the health policies in place. The changing nature of today's health care organizations, including pressure to reduce costs, improve the quality of care and meet stringent guidelines, has forced health care professionals to re-examine how they evaluate their performance. Originality/value – The Balanced Scorecard health care expanded organization measures beyond financial analysis. It was first proposed by Robert S. Kaplan and David P. Norton in their book “The Balanced Scorecard (1996, Harvard Business School Press).” This research reports a development of Balanced Scorecard for health care using an integrated approach of Interpretive Structural Modeling and Analytic Network Process is used.

scholarly journals A practitioner’s guide to the design of strategy map frameworks

2018 ◽  
Vol 30 (3) ◽  
pp. 334-351 ◽  
Author(s):  
Syrus Islam
Keyword(s):  
Balanced Scorecard ◽  
Future Research ◽  
Strategy Execution ◽  
Design Features ◽  
Content Type ◽  
Strategy Maps ◽  
Measurement Framework ◽  
Map Design ◽  
Prior Literature ◽  
Strategy Map

Purpose The purpose of this study is to synthesise the prior literature on strategy maps to develop a practitioner’s guide to the design of strategy map frameworks. Robert Kaplan and David Norton introduced the strategy map in their 2000 Harvard Business review article. A strategy map visually represents how the critical elements of an organisation’s strategies are linked together. In an organisation’s strategy execution process, a strategy map complements a performance measurement framework such as the balanced scorecard. Design/methodology/approach This is a technical paper, which primarily builds on the prior literature on the strategy map design. In particular, this study reviews 41 publications on strategy maps in the period 2000-2015, including observation of 333 strategy map frameworks. Findings This study develops 14 design principles across seven features of a strategy map framework. This study also identifies a significant lack of empirical research on strategy map design features and principles. Research limitations/implications Future research could examine whether and why various design features and principles could exert different or same effects (e.g. decision-relevance). Practical implications The developed design features and principles can be used by practitioners as guidance for developing customised strategy maps for their organisations. Originality/value This paper contributes to the literature by serving as a “one-stop shop” for both practitioners and researchers seeking a comprehensive understanding of the current state of the strategy map design features and principles.

Analysis of cyber-crime effects on the banking sector using the balanced score card: a survey of literature

2020 ◽  
Vol 27 (3) ◽  
pp. 945-958
Author(s):  
Oluwatoyin Esther Akinbowale ◽  
Heinz Eckart Klingelhöfer ◽  
Mulatu Fekadu Zerihun
Keyword(s):  
Balanced Scorecard ◽  
Banking Sector ◽  
Developed Countries ◽  
Balanced Score Card ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Score Card ◽  
Negative Impacts ◽  
The Balanced Score Card ◽  
Big Data Technology

Purpose The purpose of this paper is to review the effect of cybercrime in the banking sector. Design/methodology/approach This study uses a survey of literature and the balanced scorecard (BSC) to analyse the effect of cybercrime on the banking sector. Findings The literature reviewed confirms an increasing wave of cybercrime that has impacted negatively on the good will and economic growth of financial institutions, indirectly through loss of trust in the digital infrastructure or directly through fraud and extortion in both developing and developed countries. Research limitations This study is limited to the application of BSC to analyse the effect of cybercrime in the banking sector only. Practical implications To avert on going massive losses owing to cybercrime, the authors quest for development of an alert system that can create the awareness of both the banks and the customers by effectively implementing and integrating big data technology into their system to mitigate the negative impacts of cybercrime. Originality/value The novelty of this study lies in the fact that this study uses the BSC for the analysis of cybercrime in the banking sector, a problem that has not been sufficiently highlighted in the existing literature.

Alignment: the foundation of effective strategy execution

2017 ◽  
Vol 66 (8) ◽  
pp. 1043-1063 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Managerial Action ◽  
Strategic Goals ◽  
Hierarchical Relationships ◽  
Multi Method Approach ◽  
Framework Development

Purpose Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution. Originality/value There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

Modeling organizational and information systems for effective strategy execution

2015 ◽  
Vol 28 (4) ◽  
pp. 556-578 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
The Other ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Key Stakeholders ◽  
Strategic Goals ◽  
Effective Development ◽  
Control And Monitoring System

Purpose – The purpose of this paper is to develop a model of automate for effective strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted. Findings – In the context of effective strategy execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of strategy execution while the other systems affect execution through structural mediation suggested by the proposed model. Research limitations/implications – Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s biases while responding to five-point scale questionnaire. Practical implications – The driving-dependence linkages among the automate systems helps in developing appropriate managerial action plan to convert strategic goals into the results. The model helps in institutionalizing the systems as well as making them effective while linking them in structured relationship. Additionally, the integrated understanding of the automate systems helps promote a sense of purpose and shared meaning of systems among the key stakeholders, which smoothen the execution process. Originality/value – This study reviews and factorize different automate systems and identifies structured linkages among them to demonstrate the relative criticality of each systems and how effective development of one system leads to the effectiveness of other system. This study also adds methodological value extending triangulation along with the interpretative tool.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

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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