Corporate Strategy and the Balanced Scorecard

Stefano Biazzo () and Patrizia Garengo ()
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Stefano Biazzo: University of Padua
Patrizia Garengo: University of Padua

Chapter Chapter 3 in Performance Measurement with the Balanced Scorecard, 2012, pp 39-51 from Springer

Abstract: Abstract Every enterprise finds itself in the position of facing and interacting with the environment that it is surrounded by. Enterprise has to outline the corporation’s identity in its relationships with the outside: more specifically, it consists of the special entrepreneurial formula i.e. it is how the company specifically responds to the manifold expectations/needs of the various parties that it interacts with. In this chapter, we describe the formation process leading to corporate strategy and the role of the Balanced scorecard in strategy management by exploring the relationship between the Balanced scorecard and the four main engines of strategy management: (1) the strategy control loop, (2) the strategic intent formation loop, (3) the entrepreneurial and innovation loop and (4) the value, aspiration and attitude review loop (in brief, the “mental models”) of the top management.

Keywords: Corporate strategy; Strategy formation; Intentional strategy; Deliberate strategy; Realised strategy; Emergent strategy; Strategy review loops; Strategic control (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1007/978-3-642-24761-3_3

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