Moving towards agility: the contribution of a modified balanced scorecard system
Abstract
Purpose
The aim of this paper is to demonstrate how agility as a central focus of an organization can be achieved through a modified balanced scorecard (BSC) system.
Design/methodology/approach
An action research approach in a single organization is used to investigate the practicality and usefulness of an agility-focused BSC.
Findings
While the theory of constraints (TOC)-based approach was improving agility, it is too short-term. Using a BSC, based on agility principles, staff in the organization had their direction focused on drivers of important strategic issues and enabled a more agile environment.
Practical implications
Managers using the TOC have a way forward to use the TOC system, but build a performance measurement system that leads to agility and more sustained competitive advantage.
Originality/value
The role of a BSC in enabling agility in an environment using TOC has not been previously investigated.
Keywords
Acknowledgements
The authors acknowledge the support of the Australian Research Council and the management and staff of the company AEM Australia operating out of South Windsor, Australia.
Citation
Gurd, B. and Ifandoudas, P. (2014), "Moving towards agility: the contribution of a modified balanced scorecard system", Measuring Business Excellence, Vol. 18 No. 2, pp. 1-13. https://doi.org/10.1108/MBE-10-2012-0052
Publisher
:Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited