Witcher, B.J. and Chau, V.S. (2008) Contrasting Uses of Balanced Scorecards: Case Studies at Two UK Companies. Strategic Change, 17 (3-4). pp. 101-114. ISSN 1086-1718.
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This article considers two contrasting applications of the balanced scorecard, at EDF Energy and Tesco, where the scorecard is called a steering wheel. A distinction is drawn between a strategic scorecard based on vision and a performance management scorecard based on mission and values. This difference makes the associated balanced scorecards useful to management in different ways. Our model demonstrates how different balanced scorecard approaches can complement each other for effective strategic management. This conceptualization is consistent with a perceived general tendency for large multinationals to use values to strategically manage from the center organization-wide core competences.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > International Business and Strategy|
|Depositing User:||J. Ziya|
|Date Deposited:||23 Sep 2010 15:03|
|Last Modified:||04 Jan 2012 10:26|
|Resource URI:||http://kar.kent.ac.uk/id/eprint/25554 (The current URI for this page, for reference purposes)|
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