Abstract
In the last two decades, many developments have been made in the field of strategic performance management in terms of performance management frameworks/models. The major developments are performance prism, Kanji’s business scorecard, holistic scorecard, system dynamics-based balanced scorecard, etc. One of the attempts made to propose an integrated performance management framework is named as flexible strategy game-card, which intends to support full cycle of strategy formulation, execution, performance measurement, and management. This chapter is an attempt to discuss about this evolving performance management framework in terms of its evolution, the theoretical roots, and application of framework by presenting an illustration. The outcome of the chapter is to share theoretical roots with the researchers and practitioners related to this recent development.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Akkermans HA, van Oorschot KE (2005) Relevance assumed: a case study of balanced scorecard development using system dynamics. J Oper Res Soc 56(8):931–941
Atkinson AA, Waterhouse JH, Wells RB (1997) A stakeholder approach to strategic performance measurement. Sloan Manage Rev 38(3):25–37
Barnabe F (2011) A system dynamics-based balanced scorecard to support strategic decision making. Int J Prod Perform Manag 60(5):446–473
Bhat JSA, Sushil, Jain PK (2011) Innovation by harmonizing continuity and change. J Bus Strateg 32(2):38–49
Bianchi C, Montemaggiore GB (2008) Enhancing strategy design and planning in public utilities through ‘dynamic’ balanced scorecards: insights from a project in a city water company. Syst Dyn Rev 24(2):175–213
Bible L, Kerr S, Zanini M (2006) The balanced scorecard: here and back. Manag Account Q 7(4):18–23
Chenhall RH (2005) Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study. Account Org Soc 30(5):395–433
de Waal AA (2002) The role of behavioural factors in the successful implementation and use of performance management systems. VrijeUniversiteit, Amsterdam
Freeman RE (1984) Strategic management: a stakeholder approach. Pitman, Boston
Ghalayini AM, Noble JS (1996) The changing basis of performance measurement. Int J Oper Prod Manag 16(8):63–80
Graetz F, Smith ACT (2009) Duality theory and organizing forms in change management. J Change Manag 9(1):9–25
Hamel G (1998) Strategy innovation and quest for value. Sloan Manage Rev 39(2):7–14
Kaplan RS, Norton DP (1992, Jan/Feb) The balanced scorecard – measures that drive performance. Harv Bus Rev 70:71–79
Kaplan RS, Norton DP (1996) Using the balanced scorecard as a strategic management system. Harv Bus Rev 74(1):75–85
Kelly K (1999) New rules for the new economy: 10 radical strategies for a connected world. Viking/Penguin, New York
Nasim S, Sushil (2011) Revisiting organizational change: exploring the paradox of managing continuity and change. J Change Manag 11(2):185–206
Neely A, Bourne M (2000) Why measurement initiatives fail. Meas Bus Excellence 4(4):3–6
Norreklit H (2000) The balance on the balanced scorecard – a critical analysis of some of its assumptions. Manag Account Res 11:65–88
Sushil (1997) Flexible systems management: an evolving paradigm. Syst Res Behav Sci 14(4):259–275
Sushil (2000) SAP-LAP models of inquiry. Manag Decis 38(5):347–353
Sushil (2001) SAP-LAP framework. Glob J Flex Syst Manag 2(1):51–55
Sushil (2009) Is balanced scorecard a balanced strategic system. Drishti- Insight, Publication of ARTDO International, Philippines, 34–40
Sushil (2010) Flexible strategy game-card. Glob J Flex Syst Manag 11(1&2):iii–iv
Sushil (2011) Implementing flexible strategy game-card. Glob J Flex Syst Manag 12(3&4):iii
Sushil (2012) Flowing stream strategy: leveraging strategic change with continuity. Springer, New York
Taticchi P, Tonelli F, Cagnazzo L (2010) Performance measurement and management: a literature review and a research agenda. Meas Bus Excellence 14(1):4–18
Yadav N, Sushil, Sagar M (2011) The evolution of flexible strategy game-card: a framework rooted in dual perspective of performance. In Proceedings of 11th global conference on flexible systems management, IIM, Kozhikode, pp. 29–47
Yadav N, Sushil, Sagar M (2012) Dynamics of strategic initiatives and expected performance: an application of flexible strategy game-card. In Proceedings of 30th international conference of system dynamics society, University of St. Gallen. Available at: http://www.systemdynamics.org/conferences/2012/proceed/index.html, also available at: http://www.systemsmodelbook.org/viewModel.aspx?id=1788b377-de4c-413d-afc6-4110915b9211
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer India
About this chapter
Cite this chapter
Yadav, N., Sushil (2014). Theoretical Roots of Flexible Strategy Game-card: An Evolving Strategic Performance Management Framework. In: Sushil, Stohr, E.A. (eds) The Flexible Enterprise. Flexible Systems Management. Springer, New Delhi. https://doi.org/10.1007/978-81-322-1560-8_6
Download citation
DOI: https://doi.org/10.1007/978-81-322-1560-8_6
Published:
Publisher Name: Springer, New Delhi
Print ISBN: 978-81-322-1559-2
Online ISBN: 978-81-322-1560-8
eBook Packages: Business and EconomicsBusiness and Management (R0)