The balanced scorecard in a New Zealand organisation : empirical evidence of change in their performance culture

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Authors
Du Plessis, Andries
Tachiwona, Garikai
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Grantor
Date
2016-09
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Type
Journal Article
Ngā Upoko Tukutuku (Māori subject headings)
Keyword
organisational effectiveness
measurement
information technology service teams
ANZSRC Field of Research Code (2020)
Citation
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.
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.
Publisher
World Business Institute
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Copyright holder
World Business Institute
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