This dissertation investigated the development, implementation, and evaluation of a performance management methodology (called Balanced Scorecard methodology) founded on financial, customer, business process, learning and growth, and risk perspectives aiming to bring value to any organization. A case study was carried out in an engineering consultancy organization to assess the effects of the proposed methodology.The case study was conducted in three phases: Model and Concepts Design, Data Collection, and Findings. During the research, validity was pursued by using triangulation and theory to help maintain the case under research control. For the triangulation, more than one method is used in the validation process to ensure that the observed variance is a reflection of the trait and not of the method. Each of the research methods uses one or more instruments for collecting empirical data. These instruments range from questionnaires, interviews, participant observation, and fieldwork to archival research. The observation of the Balanced Scorecard methodology used in a real organization allowed the researcher to describe the Balanced Scorecard methodology and the five perspectives' relationships to each other. Specifically, this study sought answers to three fundamental questions. First, what kind of system implementation initiatives should be developed in order to facilitate the implementation of the new system model? Second, what are the effects of the new system model on an organizational performance? Third, what are the effects of the new system implementation on the organization's business performance? The research questions are answered using the results of this case study.
|Qualification||Doctor of Business Administration|
|Award date||27 Dec 2013|
|Place of Publication||Australia|
|Publication status||Published - 2013|