FACTORS THAT INFLUENCE THE IMPLEMENTATION OF A STRATEGIC MANAGEMENT MODEL BASED ON THE BALANCED SCORECARD: A CASE STUDY AT A PUBLIC INSTITUTION

Detalhes bibliográficos
Autor(a) principal: Santos Galas, Eduardo
Data de Publicação: 2013
Outros Autores: Arruda Cavalcante Forte, Sérgio Henrique
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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spelling 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
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