The role of the Balanced Scorecard for improvement of management systems in Japanese companies

The concept of the Balanced Scorecard (BSC) was first developed by R.S. Kaplan and D.P. Norton in 1992 and since that time has been implemented in thousands of organizations worldwide. While many tools that were proposed in the past tend to emphasize only one of values an organization has to realize, the Balanced Scorecard proposes that what is the most important for an organization be to balance these values for discrete stakeholders, ultimately for improvement of corporate value. This thesis considers the role of the Balanced Scorecard (BSC) in solving issues faced by management in Japanese companies. During the period when BSC was introduced to Japanese organizations, most recognized the need to change their strategies in order to overcome the recession and to challenge emerging new competitors, When an organization decides to change its strategies dramatically, it needs to renew or improve how it develops those strategies. Even if the company formulates an excellent strategy, it will not produce the desired results without implementation. In reality, then, most companies seek not only new ways of developing strategy but also new ways of implementing the strategy.

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2006

Author dc:creator

• Abe, Taiji

Advisor dc:contributor.advisor

• Arnoldo C. Hax.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/37124

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/37124