dc.contributor.author | Du Plessis, Andries | |
dc.contributor.author | Tachiwona, Garikai | |
dc.date.accessioned | 2017-05-31T20:37:32Z | |
dc.date.available | 2017-05-31T20:37:32Z | |
dc.date.issued | 2016-09 | |
dc.identifier.issn | 1838-3955 | |
dc.identifier.issn | 1839-1176 | |
dc.identifier.uri | https://hdl.handle.net/10652/3760 | |
dc.description.abstract | The balanced scorecard, if used correctly by managers could be used to transform low performing information technology service teams into highly productive and profitable units that meet customer service expectations.
Two research questions are answered:
Was it the balanced scorecard approach, that made a difference to employee productivity and business performance of the unit, and if so how?
What management changes enhanced service delivery improvements which resulted in a change in customer satisfaction?
An exploratory research was executed covering three years of the balanced scorecard implementation in a New Zealand Information Technology
Service Organisation interviewing managers, employees and a customer director. Some findings are: a lack of process and management leadership; communication was poor; relationships between engineers, managers, Medicare and NZIS were also tensed and distrustful. Recommendations
and conclusions form the last two sections. | en_NZ |
dc.language.iso | en | en_NZ |
dc.publisher | World Business Institute | en_NZ |
dc.relation.uri | http://wrbrpapers.com/static/documents/September/2016/1.%20Andries.pdf | en_NZ |
dc.rights | All rights reserved | en_NZ |
dc.subject | organisational effectiveness | en_NZ |
dc.subject | measurement | en_NZ |
dc.subject | information technology service teams | en_NZ |
dc.title | The balanced scorecard in a New Zealand organisation : empirical evidence of change in their performance culture | en_NZ |
dc.type | Journal Article | en_NZ |
dc.date.updated | 2017-05-10T05:39:24Z | |
dc.rights.holder | World Business Institute | en_NZ |
dc.subject.marsden | 150305 Human Resources Management | en_NZ |
dc.identifier.bibliographicCitation | Du Pessis, A. J., & Tachiwona, G. (2016). The balanced scorecard in a New Zealand organisation: empirical evidence of change in their performance culture. World Review of Business Research, 6(2), pp.1-12. | en_NZ |
unitec.publication.spage | 1 | en_NZ |
unitec.publication.lpage | 12 | en_NZ |
unitec.publication.volume | 6 | en_NZ |
unitec.publication.issue | 2 | en_NZ |
unitec.publication.title | World Review of Business Research | en_NZ |
unitec.peerreviewed | yes | en_NZ |
dc.contributor.affiliation | Unitec Institute of Technology | en_NZ |
dc.contributor.affiliation | Datacom Group (N.Z.) | en_NZ |
unitec.identifier.roms | 59504 | en_NZ |
unitec.publication.place | Melbourne, Victoria, Australia | en_NZ |
unitec.institution.studyarea | Management and Marketing | |