Does the Balanced Scorecard make a difference to the strategy development process? / E. Tapinos in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011)  

Public ISBD [article]  inJournal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 888–899 Titre : Does the Balanced Scorecard make a difference to the strategy development process? Type de document : texte imprimé Auteurs : E. Tapinos, Auteur ; Dyson, R. G., Auteur ; Meadows, M., Auteur Année de publication : 2011 Article en page(s) : pp. 888–899 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Strategy development process Performance measurement/management Balanced scorecard Survey Index. décimale : 001.424 Résumé : A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201099a.html [article] Does the Balanced Scorecard make a difference to the strategy development process? [texte imprimé] / E. Tapinos, Auteur ; Dyson, R. G., Auteur ; Meadows, M., Auteur . - 2011 . - pp. 888–899. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 888–899 Mots-clés : Strategy development process Performance measurement/management Balanced scorecard Survey Index. décimale : 001.424 Résumé : A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201099a.html

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Examining the strategy development process through the lens of complex adaptive systems theory / R. J. Hammer in Journal of the operational research society (JORS), Vol. 63 N° 7 (Juillet 2012)  

Public ISBD [article]  inJournal of the operational research society (JORS) > Vol. 63 N° 7 (Juillet 2012) . - pp. 909–919 Titre : Examining the strategy development process through the lens of complex adaptive systems theory Type de document : texte imprimé Auteurs : R. J. Hammer, Auteur ; J. S. Edwards, Auteur ; E. Tapinos, Auteur Année de publication : 2012 Article en page(s) : pp. 909–919 Note générale : Operational research Langues : Anglais (eng) Mots-clés : Strategy development process Strategic planning Complexity theory Complex Adaptive Systems (CASs) thinking Education Index. décimale : 001.424 Résumé : The development of strategy remains a debate for academics and a concern for practitioners. Published research has focused on producing models for strategy development and on studying how strategy is developed in organisations. The Operational Research literature has highlighted the importance of considering complexity within strategic decision making; but little has been done to link strategy development with complexity theories, despite organisations and organisational environments becoming increasingly more complex. We review the dominant streams of strategy development and complexity theories. Our theoretical investigation results in the first conceptual framework which links an established Strategic Operational Research model, the Strategy Development Process model, with complexity via Complex Adaptive Systems theory. We present preliminary findings from the use of this conceptual framework applied to a longitudinal, in-depth case study, to demonstrate the advantages of using this integrated conceptual model. Our research shows that the conceptual model proposed provides rich data and allows for a more holistic examination of the strategy development process. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v63/n7/abs/jors201197a.html [article] Examining the strategy development process through the lens of complex adaptive systems theory [texte imprimé] / R. J. Hammer, Auteur ; J. S. Edwards, Auteur ; E. Tapinos, Auteur . - 2012 . - pp. 909–919. Operational research Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 63 N° 7 (Juillet 2012) . - pp. 909–919 Mots-clés : Strategy development process Strategic planning Complexity theory Complex Adaptive Systems (CASs) thinking Education Index. décimale : 001.424 Résumé : The development of strategy remains a debate for academics and a concern for practitioners. Published research has focused on producing models for strategy development and on studying how strategy is developed in organisations. The Operational Research literature has highlighted the importance of considering complexity within strategic decision making; but little has been done to link strategy development with complexity theories, despite organisations and organisational environments becoming increasingly more complex. We review the dominant streams of strategy development and complexity theories. Our theoretical investigation results in the first conceptual framework which links an established Strategic Operational Research model, the Strategy Development Process model, with complexity via Complex Adaptive Systems theory. We present preliminary findings from the use of this conceptual framework applied to a longitudinal, in-depth case study, to demonstrate the advantages of using this integrated conceptual model. Our research shows that the conceptual model proposed provides rich data and allows for a more holistic examination of the strategy development process. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v63/n7/abs/jors201197a.html

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