Balanced Scorecard Analysis

Paper Summary:

This paper discusses one of the more popular performance management tools that has emerged, known as the balanced scorecard, and notes that, when properly administered, the balanced scorecard approach provides a company's leadership with the information they need to remain competitive and identify opportunities for improvement. The paper notes also that to date, the vast majority of studies of how the balanced scorecard has been used successfully have focused on larger companies. The paper develops the relevant background required to make some informed decisions concerning what type of performance metrics would be useful for smaller companies, with a tire trader in Qatar representing the primary focus. The relevant peer-reviewed, scholarly and organizational literature and case studies are provided by the paper for conclusions and recommendations.



Outline:
Introduction
Objective of the Dissertation
Literature Review
Theoretical Orientation
Research Methodology
Analysis and Presentation of Researched Results
Conclusion and Recommendation

From the Paper:

"The research also showed that a growing number of larger companies, public sector organizations and municipalities are using the balanced scorecard approach because of the flexibility it provides managers in a highly dynamic and competitive environment. While every organization and setting are unique, of course, it is reasonable to conclude that even small- to medium-sized enterprises such as Doha Tire Trading can stand to benefit from the development and careful administration of a balanced scorecard approach as well."

Sample of Sources Used:

• Anthony, J. D. (2007). "Qatar." Encyclopedia Britannica Yearbook [premium service].
• Bostock, F. and Jones, G. (1994). "Foreign Multinationals in British Manufacturing, 1850-1962." Business History, 36, 1.
• Christelow, Dorothy B. (1995). When Giants Converge: The Role of U.S.-Japan Direct Investment. Armonk, NY: M.E. Sharpe.
• Cucuzza, Thomas G. and Douglas B. Frezzell. (2003, September). "Rebalancing the scorecard: Enhancing value in the automotive industry: Executive strategy report." IBM Global Series. [Online]. Available: http://www-935.ibm.com/ services/au/igs/pdf/g510-3331-00-rebalancing-the-scorecard-value-in-auto- industry.pdf.
• Fletcher, Harold D. and Darlene Brannigan Smith. (2004). "Managing for Value: Developing a Performance Measurement System Integrating Economic Value Added and the Balanced Scorecard in Strategic Planning." Journal of Business Strategies, 21(1), 1-2.

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