Contrasting uses of balanced scorecards: Case studies at two UK companies

Witcher, Barry J. and Chau, Vinh Sum (2008) Contrasting uses of balanced scorecards: Case studies at two UK companies. Strategic Change, 17 (3-4). pp. 101-114. ISSN 1086-1718

Full text not available from this repository. (Request a copy)

Abstract

This article considers two contrasting applications of the balanced scorecard, at EDF Energy and Tesco, where the scorecard is called a steering wheel. A distinction is drawn between a strategic scorecard based on vision and a performance management scorecard based on mission and values. This difference makes the associated balanced scorecards useful to management in different ways. Our model demonstrates how different balanced scorecard approaches can complement each other for effective strategic management. This conceptualization is consistent with a perceived general tendency for large multinationals to use values to strategically manage from the center organization-wide core competences.

Item Type:	Article
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
Depositing User:	Vishal Gautam
Date Deposited:	13 Jan 2011 10:40
Last Modified:	12 Jan 2024 01:22
URI:	https://ueaeprints.uea.ac.uk/id/eprint/19162
DOI:	10.1002/jsc.819

Actions (login required)

View Item