Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Tim Truitt
Abstract
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.
Recommended Citation
Zorek, Timothy J., "Successful Balanced Scorecard Implementation Strategies for a Manufacturing Organization" (2020). Walden Dissertations and Doctoral Studies. 8353.
https://scholarworks.waldenu.edu/dissertations/8353
