Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization
UNSPECIFIED. (2006) Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization. TECHNOVATION, 26 (5-6). pp. 623-634. ISSN 0166-4972Full text not available from this repository.
Official URL: http://dx.doi.org/10.1016/j.technovation.2005.03.0...
The UK manufacturing sector is facing massive challenges to survive in today's global and volatile marketplace. In an attempt to overcome these challenges, companies are adopting newer management systems to clarify their vision and strategy and translate them into action. The balanced scorecard (BSC) is one such approach which is gaining significant interest, especially within the small and medium size enterprises (SME). In this paper, a case study with a SME demonstrates how BSC can be implemented successfully using a systematic and structured methodology. This paper lists the experimental results of the proposed deployment method and highlights the experiences, successes and lessons leant during the implementation process. In conclusion, this research exercise confirms the validity and usefulness of the proposed methodology and offers managerial insights and guidelines for similar implementations. (C) 2005 Elsevier Ltd. All rights reserved.
|Item Type:||Journal Article|
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|Journal or Publication Title:||TECHNOVATION|
|Publisher:||ELSEVIER SCI LTD|
|Official Date:||May 2006|
|Number of Pages:||12|
|Page Range:||pp. 623-634|
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