Factors affecting the implementation of a Balanced Scorecard in a South African financial organisation
| dc.contributor.author | Banjo, Olanrewaju Isimeme | |
| dc.date.accessioned | 2019-02-15T09:54:52Z | |
| dc.date.available | 2019-02-15T09:54:52Z | |
| dc.date.issued | 2018 | |
| dc.description | MBA Thesis | en_ZA |
| dc.description.abstract | The research carried out in this paper sought to identify the factors that promote or hinder the implementation of the Balanced Scorecard within the South African financial industry. The literature review explained the role of the Balanced Scorecard in mapping out and implementing corporate strategies via identification, monitoring and measurement of quantitative and non-quantitative factors that enhance corporate performance, and thereafter, described ten factors that promote and ten factors that hinder the successful implementation of the Balanced Scorecard within companies. The researcher conducted 12 structured interviews of stakeholders of the Balanced Scorecard in a South African financial organisation for the purpose of extrapolating evidence used in reaching conclusions contained in this report. A quantitative analysis of the responses and findings from these interviews was performed and the themes discovered provided the researcher with better knowledge of the factors that promote or hinder the successful implementation of the Balanced Scorecard. The research findings indicate that obtaining effective top management commitment, agile organisational culture, identification of BSC objectives, effective communication style of management and linking BSC scores with the reward system are the five most critical factors that can impact the effectiveness or otherwise of the Balanced Scorecard to achieve its purpose within financial organisations. Further findings are explained in the research. The outcome of this research therefore provides ample evidence to company directors, managers and other stakeholders of factors that require their focused efforts to stimulate the successful implementation of the Balanced Scorecard. It equally indicates other factors that hinder the Balanced Scorecard from fulfilling its promises of strategy formulation and alignment, as a means of improving overall corporate performance of South African financial institutions. | en_ZA |
| dc.description.librarian | NM2019 | en_ZA |
| dc.identifier.uri | https://hdl.handle.net/10539/26429 | |
| dc.language.iso | en | en_ZA |
| dc.subject | . Organizational effectiveness -- Measurement. Performance -- Measurement. Financial institutions -- South Africa. | en_ZA |
| dc.title | Factors affecting the implementation of a Balanced Scorecard in a South African financial organisation | en_ZA |
| dc.type | Thesis | en_ZA |