Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization

K J  Fernandes; V  Raja; A  Whalleyc

doi:10.1016/j.technovation.2005.03.006

Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization

K J Fernandes, V Raja, A Whalleyc

The York Management School

Research output: Contribution to journal › Article › peer-review

Abstract

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.

Original language	English
Pages (from-to)	623-634
Number of pages	12
Journal	Technovation
Volume	26
Issue number	5-6
DOIs	https://doi.org/10.1016/j.technovation.2005.03.006
Publication status	Published - 2006

Keywords

balanced scorecards
small and medium enterprises
PERFORMANCE
INDUSTRY

Access to Document

10.1016/j.technovation.2005.03.006

Cite this

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title = "Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization",

abstract = "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.",

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AB - 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.

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KW - small and medium enterprises

KW - PERFORMANCE

KW - INDUSTRY

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