Strategy map with an integration of time-lag effects

Kongkiti Phusavat and Pensuda Jaiwong

International Journal of Management and Enterprise Development, 2008, vol. 5, issue 3, 370-392

Abstract: This study aims to illustrate an integration of time lag effects into the development of a strategy map. This study responded to a company's attempt to comply with ISO 9001: 2000, especially on Requirement 8 – the linkage between performance measurement and analysis. ISO 9001: 2000 had been used as a basis for enterprise development in Thailand, especially for small and medium sizes. This study was based on an in depth examination of one medium-sized company in Thailand. For this study, the strategy map based on the Balanced Scorecard (BSC) was used for this linkage. The data had been collected during January 2005 until June 2006. The overall findings show that the strategy map with the time-lag effects appeared to be more useful for planning, communicating to staffs and monitoring and evaluation. There were many time lag effects among key strategic objectives within this strategy map. These implications were generally supported by relevant literatures. Nevertheless, the study's limitations were recognised and discussed.

Keywords: balanced scorecard; BSC; strategy map; time lag effects; ISO 9001:2000; performance measurement; performance analysis; Thailand; medium-sized enterprises; quality management. (search for similar items in EconPapers)
Date: 2008
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