PATTERNS OF STRATEGIC CHANGE, ENVIRONMENTAL CHANGE, AND PERFORMANCE: A LONGITUDINAL STUDY OF CALIFORNIA HOSPITALS.

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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A Longitudinal Study of the Bladder Cancer Applying a State-Space Model with Non-Exponential Staying Time in States

Mathematics ◽

10.3390/math9040363 ◽

2021 ◽

Vol 9 (4) ◽

pp. 363

Author(s):

Delia Montoro-Cazorla ◽

Rafael Pérez-Ocón ◽

Alicia Pereira das Neves-Yedig

Keyword(s):

Bladder Cancer ◽

Longitudinal Study ◽

State Space Model ◽

Exponential Distributions ◽

Significance Level ◽

Phase Type Distributions ◽

And Performance ◽

The Times ◽

Comparison Of The Results ◽

Staying Time

A longitudinal study for 847 bladder cancer patients for a period of fifteen years is presented. After the first surgery, the patients undergo successive ones (recurrences). A state-model is selected for analyzing the evolution of the cancer, based on the distribution of the times between recurrences. These times do not follow exponential distributions, and are approximated by phase-type distributions. Under these conditions, a multidimensional Markov process governs the evolution of the disease. The survival probability and mean times in the different states (levels) of the disease are calculated empirically and also by applying the Markov model, the comparison of the results indicate that the model is well-fitted to the data to an acceptable significance level of 0.05. Two sub-cohorts are well-differenced: those reaching progression (the bladder is removed) and those that do not. These two cases are separately studied and performance measures calculated, and the comparison reveals details about the characteristics of the patients in these groups.

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A longitudinal study of age equivalent receptive communication and performance on functional outcome measures in congenital myotonic dystrophy

Muscle & Nerve ◽

10.1002/mus.25770 ◽

2017 ◽

Author(s):

M. McIntyre ◽

M. Dixon ◽

E. M. Pucillo ◽

D. DiBella ◽

R. Crockett ◽

...

Keyword(s):

Longitudinal Study ◽

Functional Outcome ◽

Myotonic Dystrophy ◽

Outcome Measures ◽

Congenital Myotonic Dystrophy ◽

Receptive Communication ◽

And Performance ◽

Functional Outcome Measures

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Executive Succession, Strategic Reorientation and Performance Growth: A Longitudinal Study in the U.S. Cement Industry

Management Science ◽

10.1287/mnsc.42.7.939 ◽

1996 ◽

Vol 42 (7) ◽

pp. 939-953 ◽

Cited By ~ 147

Author(s):

Michael L. Tushman ◽

Lori Rosenkopf

Keyword(s):

Longitudinal Study ◽

Cement Industry ◽

Executive Succession ◽

And Performance ◽

The U.S

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Longitudinal Study of Preadolescent Sport Self-Concept and Performance: Reciprocal Effects and Causal Ordering

Child Development ◽

10.1111/j.1467-8624.2007.01094.x ◽

2007 ◽

Vol 78 (6) ◽

pp. 1640-1656 ◽

Cited By ~ 41

Author(s):

Herbert W. Marsh ◽

Erin Gerlach ◽

Ulrich Trautwein ◽

Oliver Lüdtke ◽

Wolf-Dietrich Brettschneider

Keyword(s):

Longitudinal Study ◽

Self Concept ◽

Reciprocal Effects ◽

Causal Ordering ◽

And Performance

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Strategy Alignment and Performance Evaluation for Shared Service Centers: A Longitudinal Study on the Role of Balanced Scorecard

SSRN Electronic Journal ◽

10.2139/ssrn.2312286 ◽

2013 ◽

Author(s):

C. Janie Chang ◽

Tsuilin Kuo ◽

Anne Wu

Keyword(s):

Performance Evaluation ◽

Longitudinal Study ◽

Balanced Scorecard ◽

Strategy Alignment ◽

Shared Service ◽

And Performance

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Beaten Before Begun: The Role of Procedural Justice in Planning Change

Journal of Management ◽

10.1177/014920630202800402 ◽

2002 ◽

Vol 28 (4) ◽

pp. 497-516 ◽

Cited By ~ 37

Author(s):

M. Audrey Korsgaard ◽

Harry J. Sapienza ◽

David M. Schweiger

Keyword(s):

Longitudinal Study ◽

Adverse Effects ◽

Procedural Justice ◽

Psychological Contract ◽

Planning Process ◽

Strategic Change ◽

Employment Relationship ◽

Utility Company ◽

Trust In Management

This investigation examines the potential adverse effects of planning strategic change on the employment relationship. We proposed that planning change can alter the psychological contract such that employees believe that organization obligations to the employee will diminish. We also argue that planning change may adversely affect employees’ perceived obligations to the organization, their trust in management, and their intention to remain with the organization but that such effects depend upon whether employees perceive the planning process to be procedurally just. We tested these hypotheses in a longitudinal study of a utility company undergoing reengineering planning. The findings supported the proposition that reactions to planning change depend upon perceptions of procedural justice in that employee obligations and intention to remain were only adversely affected by planning when employees perceived the process as unjust. Surprisingly, planning change did not significantly affect trust for employees who perceived the process as unjust and actually resulted in an increase in trust for employees who perceived the process as just. We discuss implications for practice and research.

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Leading, Managing, and Facilitating Organizational Change

Advances in Business Strategy and Competitive Advantage - Evidence-Based Initiatives for Organizational Change and Development ◽

10.4018/978-1-5225-6155-2.ch013 ◽

2019 ◽

pp. 261-282

Author(s):

Paul Steven Turner

Keyword(s):

Organizational Change ◽

Private Sector ◽

Strategic Change ◽

Leadership Behavior ◽

Transformational Change ◽

Two Dimensions ◽

Change Strategies ◽

Implementation Effectiveness ◽

Executive Coach ◽

And Performance

This chapter focuses on organizational change and development and how leadership behavior impacts upon the delivery of the desired change, in terms of implementation, effectiveness, and performance. The reflective perspective seeks to explore learning insights gained via business and academic approaches within transformational change programs in two dimensions: first, the author's PhD research project investigated leadership behavioral approaches designed to deliver organizational change and increased engagement and performance; and second, the author's involvement as a business consultant and executive coach, acting for private sector companies on transformational change programs designed to deliver strategic change to drive increases in efficiency, effectiveness, and performance. The purpose of this chapter is to inform professionals involved in organizational change and development within their own or their client organizations and facilitate learning to help better understand the potential of leadership behavior in delivering successful organizational change strategies.

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Leading, Managing, and Facilitating Organizational Change

Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work ◽

10.4018/978-1-7998-7297-9.ch088 ◽

2021 ◽

pp. 1770-1791

Author(s):

Paul Steven Turner

Keyword(s):

Organizational Change ◽

Private Sector ◽

Strategic Change ◽

Leadership Behavior ◽

Transformational Change ◽

Two Dimensions ◽

Change Strategies ◽

Implementation Effectiveness ◽

Executive Coach ◽

And Performance

This chapter focuses on organizational change and development and how leadership behavior impacts upon the delivery of the desired change, in terms of implementation, effectiveness, and performance. The reflective perspective seeks to explore learning insights gained via business and academic approaches within transformational change programs in two dimensions: first, the author's PhD research project investigated leadership behavioral approaches designed to deliver organizational change and increased engagement and performance; and second, the author's involvement as a business consultant and executive coach, acting for private sector companies on transformational change programs designed to deliver strategic change to drive increases in efficiency, effectiveness, and performance. The purpose of this chapter is to inform professionals involved in organizational change and development within their own or their client organizations and facilitate learning to help better understand the potential of leadership behavior in delivering successful organizational change strategies.

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