FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION
Autor(a) principal: | |
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Data de Publicação: | 2013 |
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Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | REAd (Porto Alegre. Online) |
Texto Completo: | https://seer.ufrgs.br/index.php/read/article/view/41584 |
Resumo: | According to research carried out in 1999 by the Symnetics Business Transformation in Brazil, less than 10% of the strategies are efficiently performed. The balanced scorecard is an entrepreneurial tool that translates the mission and strategy of the organization into a set of performance measures to promote the formation of a strategic measurement framework and an effective management system. However, many factors influence the implementation of a managerial instrument of this magnitude. In order to identify which factors affected the implementation of a balance scorecard-based strategic management model (MGE) at a government institution, exploratory-descriptive research was carried out via a case study at Embrapa, in July 2003. Questionnaires were submitted to MGE managers in 10 out of the 40 company units. As presented by Kaplan and Norton (1997), it was found out that the main factors identified are manager-related. |
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FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTIONFACTORES QUE INTERFIEREN EN LA IMPLANTACIÓN DE UN MODELO DE GESTIÓN ESTRATÉGICA BASADA EN EL BALANCED SCORECARD: ESTUDIO DE CASO EN UNA INTITUCIÓN PÚBLICAFATORES QUE INTERFEREM NA IMPLANTAÇÃO DE UM MODELO DE GESTÃO ESTRATÉGICA BASEADO NO BALANCED SCORECARD: ESTUDO DE CASO EM UMA INSTITUIÇÃO PÚBLICABalance Scorecardbarriers to BSC implementationBalanced Scorecardbarreras a la implementación del BSCplaneamiento estratégicoEMBRAPABalanced Scorecardbarreiras à implementação do BSCplanejamento estratégicoembrapa According to research carried out in 1999 by the Symnetics Business Transformation in Brazil, less than 10% of the strategies are efficiently performed. The balanced scorecard is an entrepreneurial tool that translates the mission and strategy of the organization into a set of performance measures to promote the formation of a strategic measurement framework and an effective management system. However, many factors influence the implementation of a managerial instrument of this magnitude. In order to identify which factors affected the implementation of a balance scorecard-based strategic management model (MGE) at a government institution, exploratory-descriptive research was carried out via a case study at Embrapa, in July 2003. Questionnaires were submitted to MGE managers in 10 out of the 40 company units. As presented by Kaplan and Norton (1997), it was found out that the main factors identified are manager-related. Según encuesta realizada en 1999 por la Symnetics Business Transformation en Brasil, menos del 10% de las estrategias son eficientemente ejecutadas. El balanced scorecard es una herramienta empresarial que traduce la misión y la estrategia de la organización en un conjunto de medidas de desempeño, para propiciar la formación de una estructura de medición estratégica y de un sistema de gestión eficiente. Muchos factores, no obstante, interfieren en la implantación de un instrumento gerencial de ese porte. Con el objetivo de identificar qué factores interfirieron en la implantación de un modelo de gestión estratégica (MGE) basado en el balanced scorecard en una institución gubernamental, se ha realizado una investigación exploratoria-descriptiva por medio de un estudio de caso en la EMBRAPA, en julio de 2003. Fueron aplicados cuestionarios a los gerentes del MGE de 10 entre las 40 Unidades de la empresa. Según presentado por Kaplan y Norton (1997), se ha encontrado que los principales factores identificados tienen a ver con los gerentes. Segundo pesquisa realizada em 1999 pela Symnetics Business Transformation no Brasil, menos de 10% das estratégias são eficientemente executadas. O balanced scorecard é uma ferramenta empresarial que traduz a missão e a estratégia da organização em um conjunto de medidas de desempenho, para propiciar a formação de uma estrutura de medição estratégica e de um sistema de gestão eficiente. Muitos fatores, entretanto, interferem na implantação de um instrumento gerencial desse porte. Objetivando identificar quais fatores interferiram na implantação de um modelo de gestão estratégica (MGE) baseado no balanced scorecard em uma instituição governamental, realizou-se uma pesquisa exploratória-descritiva por meio de um estudo de caso na Embrapa, em julho de 2003. Foram aplicados questionários aos gerentes do MGE de 10 das 40 Unidades da empresa. Conforme apresentado por Kaplan e Norton (1997), foi identificado que os principais fatores identificados estão relacionados aos gerentes. Universidade Federal do Rio Grande do Sul2013-08-02info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionscientific articleartículo científicoAvaliado pelos paresartigo científicoapplication/pdfhttps://seer.ufrgs.br/index.php/read/article/view/41584Electronic Review of Administration; Vol. 10 No. 5 (2004): Edição 41 - set/out 2004Revista Electrónica de Administración; Vol. 10 Núm. 5 (2004): Edição 41 - set/out 2004Revista Eletrônica de Administração; v. 10 n. 5 (2004): Edição 41 - set/out 20041413-23111980-4164reponame:REAd (Porto Alegre. Online)instname:Universidade Federal do Rio Grande do Sul (UFRGS)instacron:UFRGSporhttps://seer.ufrgs.br/index.php/read/article/view/41584/26391Santos Galas, EduardoArruda Cavalcante Forte, Sérgio Henriqueinfo:eu-repo/semantics/openAccess2013-08-06T14:51:58Zoai:seer.ufrgs.br:article/41584Revistahttp://seer.ufrgs.br/index.php/read/indexPUBhttps://seer.ufrgs.br/read/oaiea_read@ufrgs.br1413-23111413-2311opendoar:2013-08-06T14:51:58REAd (Porto Alegre. Online) - Universidade Federal do Rio Grande do Sul (UFRGS)false |
dc.title.none.fl_str_mv |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION FACTORES QUE INTERFIEREN EN LA IMPLANTACIÓN DE UN MODELO DE GESTIÓN ESTRATÉGICA BASADA EN EL BALANCED SCORECARD: ESTUDIO DE CASO EN UNA INTITUCIÓN PÚBLICA FATORES QUE INTERFEREM NA IMPLANTAÇÃO DE UM MODELO DE GESTÃO ESTRATÉGICA BASEADO NO BALANCED SCORECARD: ESTUDO DE CASO EM UMA INSTITUIÇÃO PÚBLICA |
title |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
spellingShingle |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION Santos Galas, Eduardo Balance Scorecard barriers to BSC implementation Balanced Scorecard barreras a la implementación del BSC planeamiento estratégico EMBRAPA Balanced Scorecard barreiras à implementação do BSC planejamento estratégico embrapa |
title_short |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
title_full |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
title_fullStr |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
title_full_unstemmed |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
title_sort |
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION |
author |
Santos Galas, Eduardo |
author_facet |
Santos Galas, Eduardo Arruda Cavalcante Forte, Sérgio Henrique |
author_role |
author |
author2 |
Arruda Cavalcante Forte, Sérgio Henrique |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Santos Galas, Eduardo Arruda Cavalcante Forte, Sérgio Henrique |
dc.subject.por.fl_str_mv |
Balance Scorecard barriers to BSC implementation Balanced Scorecard barreras a la implementación del BSC planeamiento estratégico EMBRAPA Balanced Scorecard barreiras à implementação do BSC planejamento estratégico embrapa |
topic |
Balance Scorecard barriers to BSC implementation Balanced Scorecard barreras a la implementación del BSC planeamiento estratégico EMBRAPA Balanced Scorecard barreiras à implementação do BSC planejamento estratégico embrapa |
description |
According to research carried out in 1999 by the Symnetics Business Transformation in Brazil, less than 10% of the strategies are efficiently performed. The balanced scorecard is an entrepreneurial tool that translates the mission and strategy of the organization into a set of performance measures to promote the formation of a strategic measurement framework and an effective management system. However, many factors influence the implementation of a managerial instrument of this magnitude. In order to identify which factors affected the implementation of a balance scorecard-based strategic management model (MGE) at a government institution, exploratory-descriptive research was carried out via a case study at Embrapa, in July 2003. Questionnaires were submitted to MGE managers in 10 out of the 40 company units. As presented by Kaplan and Norton (1997), it was found out that the main factors identified are manager-related. |
publishDate |
2013 |
dc.date.none.fl_str_mv |
2013-08-02 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion scientific article artículo científico Avaliado pelos pares artigo científico |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://seer.ufrgs.br/index.php/read/article/view/41584 |
url |
https://seer.ufrgs.br/index.php/read/article/view/41584 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://seer.ufrgs.br/index.php/read/article/view/41584/26391 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Federal do Rio Grande do Sul |
publisher.none.fl_str_mv |
Universidade Federal do Rio Grande do Sul |
dc.source.none.fl_str_mv |
Electronic Review of Administration; Vol. 10 No. 5 (2004): Edição 41 - set/out 2004 Revista Electrónica de Administración; Vol. 10 Núm. 5 (2004): Edição 41 - set/out 2004 Revista Eletrônica de Administração; v. 10 n. 5 (2004): Edição 41 - set/out 2004 1413-2311 1980-4164 reponame:REAd (Porto Alegre. Online) instname:Universidade Federal do Rio Grande do Sul (UFRGS) instacron:UFRGS |
instname_str |
Universidade Federal do Rio Grande do Sul (UFRGS) |
instacron_str |
UFRGS |
institution |
UFRGS |
reponame_str |
REAd (Porto Alegre. Online) |
collection |
REAd (Porto Alegre. Online) |
repository.name.fl_str_mv |
REAd (Porto Alegre. Online) - Universidade Federal do Rio Grande do Sul (UFRGS) |
repository.mail.fl_str_mv |
ea_read@ufrgs.br |
_version_ |
1799766203733901312 |