Strategy Implementation Using Balanced Scorecard

Archana Yemeshvary Ashok Upadhyay, Ashok Kumar Upadhyay and Sasmita Palo
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Archana Yemeshvary Ashok Upadhyay: Archana Yemeshvary Ashok Upadhyay, Manager HR (Capability Building), Hindustan Petroleum Corporation Limited, Mumbai Refinery, B.D. Patil Marg, Chembur, Mumbai, Maharashtra, India. E-mail: yemeshvari@gmail.com
Ashok Kumar Upadhyay: Ashok Kumar Upadhyay, Research Scholar, Shailesh J. Mehta School of Management, IIT Bombay, Powai, Mumbai, Maharashtra, India. E-mail: ashok.upadhyay@iitb.ac.in
Sasmita Palo: Sasmita Palo, Professor, School of Management and Labour Studies, New Campus, Tata Institute of Social Sciences, V.N. Purav Marg, Deonar, Mumbai, Maharashtra, India. E-mail: splao@tiss.edu

Management and Labour Studies, 2013, vol. 38, issue 4, 447-469

Abstract: Personal values are at the core of any individual. One’s action, behaviour and decisions are largely guided by one’s values and beliefs. Since organizations are social set-ups, impact of the values of those in the leadership position is far-reaching. This article is a fallout of a bigger study on implementation of balanced scorecard. This qualitative study, following case study approach, provides empirical evidences about the ways in which personal values of the leaders and employees affect their pursuit of the strategy. It also highlights what impact leadership values have upon the team members, and how this impacts strategy implementation. The values of responsibility, sincerity, initiative, integrity, humility, optimism, zeal, compassion, righteousness and discipline have been discussed. Overall, the study indicates that when leaders and employees have strong moral values, they impact strategy implementation positively.

Keywords: Employee personal values; leadership values; balanced scorecard implementation; successful strategy implementation; organization performance (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:38:y:2013:i:4:p:447-469

DOI: 10.1177/0258042X13516596

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