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

Authors

  • Ricardo Vinícius Dias Jordão Pedro Leopoldo Foundation and CEFAGE-UE
  • Jorge Casas Novas CEFAGE – Évora University

DOI:

https://doi.org/10.4067/S0718-27242013000400009

Keywords:

strategy, balanced scorecard, mixed economy company, management control system, brazil.

Abstract

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.

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Author Biographies

Ricardo Vinícius Dias Jordão, Pedro Leopoldo Foundation and CEFAGE-UE

Professor of the Graduate Program in Business Administration at Pedro Leopoldo Foundation.

Jorge Casas Novas, CEFAGE – Évora University

Professor of Management Departament

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Published

2013-09-30

How to Cite

Jordão, R. V. D., & Novas, J. C. (2013). A Study on the Use of the Balanced Scorecard for Strategy Implementation in a Large Brazilian Mixed Economy Company. Journal of Technology Management & Innovation, 8(3), 98–107. https://doi.org/10.4067/S0718-27242013000400009

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Section

Research Articles