Article2004

Balanced scorecards for strategic and sustainable continuous improvement capability

27 citations0/0 files storedJournal of Manufacturing Technology Management

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Accounting and Organizational Management Quality and Supply Management Management Systems and Quality Improvement

Abstract

Illustrates how strategic continuous improvement (CI) capabilities were developed in three Swedish manufacturing companies that have implemented the Balanced Scorecard (BSC). A multiple case study was conducted; each company followed a unique team‐based CI strategy. Shows how the use of BSC was adapted to the specific characteristics that each of the CI strategies entail. Furthermore, shows that it could be difficult to sustain the capability that was developed. However, also finds that certain mechanisms in the management control system, as well as the presence of an advanced work organisation, may help in sustaining the strategic CI capability.

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References

1992The balanced scorecard : measures that drive performance 1997The balanced scorecard: Translating strategy into action 1992The balanced scorecard--measures that drive performance.2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment 1998Putting the Balanced Scorecard to Work 1999Performance management: a framework for management control systems research 2000The balance on the balanced scorecard a critical analysis of some of its assumptions 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance

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