|
Title:
|
STRATEGIC ALIGNMENT WITH A BALANCED SCORECARD APPROACH |
|
Author(s):
|
Jorge Gomes , Mário Romão |
|
ISBN:
|
978-989-8533-50-0 |
|
Editors:
|
Miguel Baptista Nunes, Pedro Isaías and Philip Powell |
|
Year:
|
2016 |
|
Edition:
|
Single |
|
Keywords:
|
Balanced Scorecard, IS/IT Strategic Alignment, Performance Measurements, IS/IT Investments, Project Management |
|
Type:
|
Short Paper |
|
First Page:
|
149 |
|
Last Page:
|
153 |
|
Language:
|
English |
|
Cover:
|
|
|
Full Contents:
|
click to dowload 
|
|
Paper Abstract:
|
Strategic alignment is a topic which has received considerable attention over the last decades. There are many reasons why organisations have performed strategic alignment, but perhaps the most critical one is that it can help them improve performance and competitive advantage in the organisations when properly applied. Managers should be capable of interpreting the external business environment in order to capitalise the opportunities, and deal with threats. The Balanced Scorecard approach (BSC) recognises the rise of intangible assets in value creation strategies and the limitations of traditional financial measurements for this type of assets. Balanced Scorecard translates an organisations mission and strategy into a comprehensive set of performance measures by providing a framework for the strategic alignment between an organisations strategy and its business units. BSC uses a balanced mix of financial and non-financial measures to evaluate performance through four perspectives, based on a cause-and-effect logic. This paper highlights the importance of adopting this type of frameworks in line with the organisations strategic alignment and its focus on implementing its mission and strategic objectives at all organisation levels. |
|
|
|
|
|
|
