The balanced scorecard (BSC) allows firms to place importance on both financial and nonfinancial performance measures in four perspectives for developing and implementing corporate strategy and performance evaluation. The BSC literature however provides minimal insight on how to set targets, how...

Purpose Empirical evidence indicates that effective management of resources to implement strategy in a balanced scorecard (BSC) system is essential. We present a mathematical model for allocating limited resources in the BSC strategy implementation process. Methodology/approach The proposed...

This book discusses the organizational processes and structural barriers to the diffusion and adoptions of innovations. In this chapter, we address the question of "why innovations fail?"; addresses the organizational learning strategies of adoption and diffusion of process innovation...

Purpose The paper extends the organizational learning framework: Structural-Functional (SF)-single-loop or Conflictual-Radical (CR)-double-loop learning to the management accounting literature. The sociological approach of organizational learning is utilized to understand those contingent...

Purpose: The purpose of this paper is to relate the balanced scorecard (BSC) to strategy and teams. Design/methodology/approach: This paper proposes deriving performance targets and weights using a multiparty collaborative decision model that can be integrated into team-based bonus formulas....

Information asymmetries may create problems in developing both the balanced scorecard (BSC) targets and weights. In practice, the process of assigning weights to performance measures can be challenging in terms of reaching a consensus between top management and divisional managers. In this...