1,098 research outputs found

    Strategic Performance Measurement of Research and Development: A Case Study

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    The paper used an in depth case study to investigate how firms can integrate the strategic performance measurement of R&D with the Balanced Scorecard. Moreover, the paper investigated the crucial role of controller in the decision making process of this integration. The literature review of R&D management evidenced the limits of Balanced Scorecard to manage and monitor the R&D activities. Therefore, the firms have to create a specific performance measurement system and to link it with the macro-indicators of Balanced Scorecard. The controller has a central role in the selection of non-financial ratio as the R&D measures to introduce in the Balanced Scorecard. In choosing our case study, we have selected the pharmaceutical industry because of its relevant R&D investment. Within the sector we chose the Italian affiliate of a traditional industry leader, Eli Lilly Italia,that was characterized by the reorganization of R&D performance measurement systems and its consequent simplification. The Balanced Scorecard of Eli Lilly Italy were categorized into four perspectives: Financial Perspective, Customer Perspective, Competence Perspective and People Perspective. The competence perspective was linked to the R&D dashboard, composed by several key performance indicators: cycle time, cycle time AMR, publication, corporate productivity, capacity, rating audit quality. Furthermore, when the company has implemented the Balanced Scorecard, the controller has assumed a crucial role in choosing indexes and in the organizational learning process connected to the feed-back process. The study offers an example of integration of R&D performance management with Balanced Scorecard and it contributes to the literature review about the role of controller in a complex system control environment

    Managing strategic alignment using the balanced scorecard: A Malaysian company’s experience

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    The main purpose of this study is to explore the used of the Balanced Scorecard (BSC) as a strategic alignment tool in a large Malaysian organization using the qualitative case study approach.This study indicates that the BSC, through its performance indicators helps to partially improve the alignment of a company’s strategic objectives and strategies between the top management and the lower management levels.It also helps to align the various divisions in the organizations at the strategic level.However, full alignment is still a long way to achieve.This study highlighted the importance of awareness, common understanding and systematic alignment process in managing the alignment process and issue faces by the management in the process

    The balanced scorecard in a pharmaceutical company: a case study

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    The Balanced Scorecard (BSC) approach to performance measurement is gaining, over the last decades, an increased popularity due its strategic use of key non-financial measures along with the more traditional financial metrics. This paper outlines the process of development, implementation, usage and later on abandon, of the BSC in a Portuguese subsidiary of a leading international pharmaceutical company. In order to support our findings we review in the existing literature on the BSC concept and highline the characteristics of this concept analyzing the reasons of its popularity. In addition this paper postulates the likely impact of such a performance measurement system on the organizational behaviour and provides a framework on how the BSC implementation can effectively help an organization in clarifying its mission and strategy into new goals. Finally, this paper outlines the organizational challenges and potential pitfalls associated to the BSC implementation

    Evaluation of Information Technology Governance in Banking Companies Using BSC and COBIT 4.1

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    Abstract - The era of industrial revolution 4.0, the progress of companies to achieve their vision and mission goals, is largely determined by the role of information technology, especially banking companies such as BPR PMM, the problem is that BPR PPM has not fully realized the importance of managing a business change, in order to maintain the company's existence. To determine the maturity level of the application of information technology in a company, it is necessary to conduct a thorough evaluation. In this study, there are seventeen processes in Cobit 4.1 that are solved on an internal balanced scorecard perspective. Cobit is a framework that is very well used in measuring the effectiveness of the application of information technology, while the balanced scorecard (BSC) is a framework that is very suitable to be applied to measure or assess the performance of a company. The combination of the two frameworks can provide a clear picture of internal perspectives that can be used by company leaders in improving information technology governance. This study resulted in a conclusion that the company maturity level in terms of business change management based on Cobit 4.1 and the internal balanced scorecard perspective has an average value of 2.90 at level 3 with defined categories

    Exploring the Misalignment between Business and Information Technology on the Implementation of Balanced Scorecard: Case Study of State-Owned Telecommunication Companies in Indonesia

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    Many organisations around the world have faced misalignment in attaining the alignment between business and IT. The positive effect of alignment on overall company success has been focused on previous research. On the other hand, the misalignment in the implementation of a balanced scorecard was primarily unexplored. This study aimed at identifying and evaluating the factors that contribute to a misalignment of businesses and IT. The case study methodology is conducted in two state-owned telecommunication companies in Indonesia. The telecommunication industry’s selection as the case study is because of their nature closely related to technology development and implementation. Five semi-structured interviews, field notes and business records are used to produce the data, which have been thematically analysed and further follow by cross-case analysis to compare the thematic analysis result from each company. This study has resulted in 12 factors of misalignment between business and IT that can inhibit achieving alignment in implementing a balanced scorecard. The main findings showed that human factors, enterprise architecture, and IT project implementation factors could be three main source themes that can potentially contribute to misalignment. The findings may allow researchers to devise frameworks for how misalignments can be minimised to align business and IT better. This finding also useful in practice for companies that are seeking to achieve business-IT alignment by focusing on human factors, enterprise architecture factors, and IT project implementation factors

    O papel "emergente" do Medical Science Liaison na indústria farmacêutica

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    Mestrado em Medicina FarmacêuticaThe main goal of this report is to describe an on-the-job training as Medical Science Liaison in a multinational biopharmaceutical company, in Cardiovascular (CV) area, acting as support for a market-leading brand in Portugal, with particular focus on the development and implementation of continuing medical education programs and associated management of Key Opinion Leaders (KOLs) and regional Opinion Leaders (OPs).O objectivo deste trabalho é a descrição de um on-the-job training como Medical Scientific Liaison numa Companhia biofarmacêutica multinacional, na área Cardiovascular (CV), e em apoio a uma marca líder de mercado em Portugal, com particular enfoque no desenvolvimento e implementação de programas de educação médica continuada e associada gestão de Key Opinion Leaders e Opinion Leaders regionais ou locais

    The Balanced Scorecard in a pharmaceutical company

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    JEL Classification: M40 - Accounting and Auditing - Accounting ; I12 - Health, Education, and Welfare - Health ProductionThe Balanced Scorecard (BSC) approach to performance measurement is gaining, over the last decades, an increased popularity due its strategic use of key non-financial measures along with the more traditional financial metrics. This dissertation outlines the process of development, implementation, usage and later on abandon, of the BSC in a Portuguese subsidiary of a leading international pharmaceutical company. In order to support my findings I review in the existing literature on the BSC concept and highline the characteristics of this concept analyzing the reasons of its popularity. In addition this dissertation postulates the likely impact of such a performance measurement system on the organizational behavior and provides a framework on how the BSC implementation can effectively help an organization in clarifying its mission and strategy into new goals. Finally, this dissertation outlines the organizational challenges and potential pitfalls associated to the BSC implementation.Ao longo da últimas décadas, o Balanced Scorecard (BSC) tem ganho uma acrescida popularidade graças ao uso de indicadores estratégico não financeiros em conjugação com indicadores tradicionais de natureza mais quantitativa. Esta dissertação descreve todo um processo de desenvolvimento, implementação, uso e, mais tarde abandono, do BSC na subsidiária portuguesa de uma grande companhia farmacêutica. Para sustentar as conclusões deste trabalho é efectuada uma extensiva revisão da literatura sobre o BSC, identificando as suas principais características e analisando os motivos da sua popularidade. Complementarmente esta dissertação avalia o impacto da implementação do BSC numa organização, no sentido de compreender se este sistema de controlo de gestão tem a efectiva capacidade de clarificar os objectivos e a missão estratégica nessa mesma organização. Por fim, esta dissertação sublinha os desafios e barreiras inerentes à implementação do BSC

    Successful Balanced Scorecard Implementation Strategies for a Manufacturing Organization

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    Up to 90% of businesses fail to execute their business strategies. Still, the effective implementation of a performance measurement system like the balanced scorecard (BSC) often leads to the implement a more successful execution of a business strategy. The purpose of this qualitative single case study sought to explore the successful strategies used by business leaders to implement a BSC effectively. Change theory was the conceptual framework for the study. Participants consisted of 3 business leaders of a manufacturing organization in Southeast Wisconsin, who successfully implemented the balanced scorecard within their business. Data were collected from face-to-face, semistructured interviews, and public documents. Data were analyzed according to Yin’s 5-step process of compiling, disassembling, reassembling, interpreting, and making conclusions. Three key themes emerged from the data analysis: develop a clearly defined business strategy with measurable strategic objectives, effectively communicate the business strategy to all stakeholders, and assign a project manager who will lead and monitor the implemented change. The implications for positive social change include the potential to improve an organization’s financial profitability and long-term sustainability, thus providing additional income for local communities, which could lead to improving the economic health of local communities

    Balanced scorecard and strategic alignment: A Malaysian case

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    This study explores the uses of the balanced scorecard (BSC) as a strategic alignment tool in a large Malaysian organization.The aim is to investigate whether the BSC helps to improve the strategic alignment process in an organization. The authors apply qualitative case study approach. The main sources of data were from interviews and observations.The case company for this study is a large Malaysian Government-Link Company (GLC).The results show that the BSC through its measures helps to improve the process of aligning the company’s strategic objectives and strategies between the top and the lower management levels partially.It reveals how the BSC helps to improve the alignment process by increasing managers’ awareness and common understanding of alignment, focus managers’ attention on the harmonization and streamlining managers’ objectives towards achieving organizational goals

    Balanced Scorecard and Strategic Alignment: A Malaysian Case

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    This study explores the uses of the Balanced Scorecard (BSC) as a strategic alignment tool in a large Malaysian organization. The aim is to investigate whether the BSC helps to improve the strategic alignment process in an organization. The authors apply qualitative case study approach. The main sources of data were from interviews and observations. The case company for this study is a large Malaysian Government-Link Company (GLC). The results show that the BSC through its measures helps to improve the process of aligning the company's strategic objectives and strategies between the top and the lower management levels partially. It reveals how the BSC helps to improve the alignment process by increasing managers' awareness and common understanding of alignment, focus managers' attention on the harmonization and streamlining managers' objectives towards achieving organizational goals. Keywords: Business Management, Performance Management, Balanced Scorecard, Strategic Alignment, Case Study. JEL Classifications: M1, M10, M12, M1
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