Please use this identifier to cite or link to this item: http://hdl.handle.net/1822/17956

TitleThe implementation of Balanced Scorecard in small firms : some insights from a case study
Author(s)Afonso, Paulo
Cunha, Jorge
KeywordsBalanced Scorecard
Strategy
Small firms
Case study
Issue date2010
Abstract(s)Balanced Scorecard (BSC) is an approach promoted by academics and consultants and implemented in large companies since the early 1990s. It permits the balance between the objectives of short and long term, between financial and nonfinancial indicators, lagging indicators and performance drivers (leading indicators) and between internal and external perspective of performance (Kaplan and Norton, 1996).It permits also to translate firm’s operational and strategic complexity into manageable financial and nonfinancial indicators and to communicate goals, results and strategy amongst a large number of collaborators and hierarchical levels (Kaplan and Norton, 1996, Bible et al., 2006). Small firms have much less complexity and collaborators than large firms. The process followed, the reasons behind and the results achieved with the implementation of BSC in small firms are they different when compared with large firms? Little attention has been devoted to these issues in the literature. Based on the implementation of BSC in a small firm, this paper contributes to the understanding of this phenomenon. From the results obtained, two important conclusions were achieved. With a BSC, on one hand, small firms communicate better their strategy amongst collaborators and, on the other hand, they are more able to align operations management with their strategy.
TypeConference paper
URIhttp://hdl.handle.net/1822/17956
Peer-Reviewedyes
AccessOpen access
Appears in Collections:CGIT - Publicações em actas de encontros científicos / Papers in conference proceedings
CITEPE - Publicações em actas de encontros científicos / Papers in conference proceedings

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