Engaging boards in corporate direction-setting: Strategic scorecards

Drew, Stephen A. and Kaye, Roland (2007) Engaging boards in corporate direction-setting: Strategic scorecards. European Management Journal, 25 (5). pp. 359-369. ISSN 0263-2373

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Moves by regulators to drive governance reform have cascaded across the globe. The U.S. Sarbanes-Oxley Act and the U.K. Combined Code are leading examples. The article discusses how boards can contribute to strategic conversations and share responsibilities for strategic management with the CEO and top teams. We discuss how tools like balanced scorecards can align the focus of directors towards future opportunities and risks. It is suggested that boards adopt a strategic scorecard as implemented by CIMA1 to engage in strategy. This holistic framework provides a common language and structure for top-level decision-making and leads to enhanced performance for stakeholders.

Item Type: Article
Uncontrolled Keywords: strategic planning,scorecards,boards of directors,strategic decision-making,board effectiveness,corporate governance
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: Vishal Gautam
Date Deposited: 01 May 2003
Last Modified: 03 Nov 2023 01:43
URI: https://ueaeprints.uea.ac.uk/id/eprint/16327
DOI: 10.1016/j.emj.2007.07.006

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