If you are experiencing problems downloading PDF or HTML fulltext, our helpdesk recommend clearing your browser cache and trying again. If you need help in clearing your cache, please click here . Still need help? Email help@ingentaconnect.com

Designing a strategic management system using the third-generation balanced scorecard: A case study

$60.93 plus tax (Refund Policy)

Buy Article:


This paper describes a project to design and implement a strategic performance management system within Zamil Air Conditioners (ZAC). In 2001 ZAC had developed its first ever strategic plan using traditional rationalist methods, but with little effect. In 2002, they began a project to introduce a system to help it manage the implementation of its strategy based on an advanced version of the balanced scorecard framework referred to as third-generation balanced scorecard. This paper describes this project and offers some insights into the application of strategic performance management methods and systems derived from this and prior experiences. This paper examines closely the methodologies employed in the formulation and implementation of strategy and begins by reviewing the literature surrounding the variety of methodologies observed by management authors. The paper then uses this literature to examine the ZAC operating practices prior to the new strategic management system, the choices made during the design process and how the new system changed the organisation. The paper concludes by offering some insights and recommendations about the design process and the physical outputs relating to the balanced scorecard and demonstrating in a practical situation why third-generation balanced scorecard offers enhanced utility and practicality over previous designs. These benefits and recommendations are drawn from the viewpoints of both the consultants who facilitated the design process and the management team who developed the content of the management system. Although the design process for third-generation balanced scorecard has been used numerous times in practice, this is the first case study on the specific assessment of the new process.

Keywords: Balanced scorecard; Performance management; Strategic management

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/17410400410561240

Publication date: October 1, 2004

More about this publication?
Related content

Share Content

Access Key

Free Content
Free content
New Content
New content
Open Access Content
Open access content
Subscribed Content
Subscribed content
Free Trial Content
Free trial content
Cookie Policy
Cookie Policy
ingentaconnect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more