Convergence and divergence issues in strategic management - Indonesia's experience with the Balanced Scorecard in HR management

Authors: Rhodes, Jo¹; Walsh, Paul²; Lok, Peter¹

Source: International Journal of Human Resource Management, Volume 19, Number 6, June 2008 , pp. 1170-1185(16)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

Globalization pressures escalate competitiveness and, in response, global companies tend to adopt a handful of Western management practices. One of these is the Balanced Scorecard. However, empirical evidence assessing the transferability and effectiveness of Western best practices into Asian countries is scarce. In particular, empirical evidence relating to the effectiveness of Balanced Scorecard implementations is limited, as is the impact of Asian Balanced Scorecard contextual variables. This article contributes to this gap through the study of a Central Bank of Indonesia (BI) Balanced Scorecard implementation within a conceptual framework that explores convergence and divergence of global management practices. The lessons learned discuss how divergent factors such as national culture, leadership styles, organizational culture and human resource management practices can influence Asian context Balanced Scorecard implementations.

Keywords: balanced scorecard; convergence; divergence; HRM practices; strategic management

Document Type: Research article

DOI: http://dx.doi.org/10.1080/09585190802051477

Affiliations: 1: International Graduate School of Business, University of South Australia, Australia 2: Australian Graduate School of Management, UNSW, NSW, Australia

Publication date: 2008-06-01

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