FACTORS THAT INTERFERE IN THE IMPLANTATION OF STRATEGIC MANAGEMENT MODEL BASED IN BALANCED SCORECARD: A STUDY CASE IN A PUBLIC INSTITUTION

Authors

  • Eduardo Santos Galas Universidade de Fortaleza
  • Sérgio Henrique Arruda Cavalcante Forte Universidade de Fortaleza

Abstract

The Balanced Scorecard (BSC) is a business tool that translates the mission and organization strategy in a group of performance measurements in order to create a strategic measurement structure and an efficient management system. Many factors nevertheless interfere in the implantation of a management instrument this size, as in private enterprises as in public ones. With the aim to identify which factors interfered in the implantation of a strategic management model based in BSC in a governmental institution, a exploratory and descriptive research was made in 2003 through a case study in Embrapa. Questionnaires were applied to the managers of strategic management model in 10 of the 40 units of the enterprise. Many factors that interfere in the BSC implantation were identified, mainly the ones related to the many levels of managers. The involvement degree and support of the organization high direction were considered the main factor to the successful implantation of management instrument such as BSC.

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Author Biographies

Eduardo Santos Galas, Universidade de Fortaleza

Mestrando de Administração da Universidade de Fortaleza – UNIFOR

Sérgio Henrique Arruda Cavalcante Forte, Universidade de Fortaleza

Professor Titular e Coordenador do Curso de Mestrado em Administração da UNIFOR Doutor e Mestre em Administração – FGV/EAESP

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Published

2008-07-23

Issue

Vol. 6 No. 2 (2005)

Section

Presentation

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