We examine how management control practices relate to the implementation of a corporate lean program at the factory level. Our empirical analysis uses data from a large manufacturing firm that is implementing a corporate lean program in its global plant network. We find that using dedicated...

Purpose: Why some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly factory—its rhythm of production. Approach: We designed a multi-method study and collected data from a leading global...

Measuring organizational success is a continuous challenge for both academics and practitioners. Even though studies seem to support that the Balanced Scorecard (BSC) is widely used in many different organizations, few reports identify critical success factors that can maximize the benefits, and...

Many organizations applied the Balanced Scorecard (BSC) to their shared service units (SSUs) in order to increase the value of SSUs; however, few studies show the implementation and effects of BSC on the SSUs in real cases. This study examines two issues: First, we illustrate the case related to...

Many organizations implement the Balanced Scorecard (BSC) in their headquarters and strategic business units (SBUs), but not in the shared service units (SSUs). Kaplan and Norton (2006) indicate that it is important to implement the BSC on SSUs in order to provide administrators with information...