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.
An action research approach in a single organization is used to investigate the practicality and usefulness of an agility-focused BSC.
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.
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.
The role of a BSC in enabling agility in an environment using TOC has not been previously investigated.
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.
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-10-2012-0052Download as .RIS
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