A Study on the Use of the Balanced Scorecard for Strategy Implementation in a Large Brazilian Mixed Economy Company

Jordão, Ricardo Vinícius Dias ^[2] ; Novas, Jorge Casas ^[1]
1. [1] Universidade de Évora
  
  Universidade de Évora
  
  Senhora da Saúde, Portugal
2. [2] Pedro Leopoldo Foundation and CEFAGE-UE
Localización: Journal of Technology Management & Innovation, ISSN-e 0718-2724, Vol. 8, Nº. 3, 2013, págs. 98-107
Idioma: inglés
Enlaces
- Texto completo

Resumen
- The research described in this paper has analyzed the use of the balanced scorecard (BSC) as part of a management control system for implementing strategies in a large mixed economy company. The shareholder structure of the company combines traditional shareholder interests with those of the government. Based on a case study in Brazil, the research innovates on analyzing BSC use and contributions to translate a company’s strategy (which requires bringing together different views) into objectives and goals aligned to the four BSC perspectives: financial, learning and growth, improvement of internal processes and customer. The results point out that: (1) BSC, when used as part of a MCS, provides effective improvement of the strategy implementation process and its diffusion across the different organizational levels; (2) in the company under analysis, the performance evaluation integrated qualitative, financial and productive dimensions; (3) BSC appeared as an important tool in strategy conception and implementation; and (4) BSC enables to translate the company’s strategy into objectives and goals aligned to the financial, learning and growth, improvement of internal processes and customer perspectives.