Does the balanced scorecard make a difference to the strategy development process?

Efstathios Tapinos, R.G. Dyson, Maureen Meadows

Research output: Working paper


A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision-making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard, upon the strategy process. The Balanced Scorecard is one of the most popular strategy tools whose use has evolved since its introduction in the 1990’s. Recently, it has been suggested that as a strategy tool, Balanced Scorecard can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the Balanced Scorecard and those that have not, the impact is not comprehensive.
Original languageEnglish
Place of PublicationBirmingham
Publication statusPublished - Aug 2008

Publication series

NameAston Business School research papers


  • strategy development process
  • balanced scorecard
  • strategy tools
  • performance measuement
  • survey


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