2GC original research

Free 2GC research papers on strategy and balanced scorecard.

Research

2GC's research commitment

We are convinced that our active involvement in Performance Management research helps us better understand how to most effectively address the issues faced by our clients. It also makes us more useful as professional advisers - we really do know what we’re talking about!

The true test of 2GC’s research contributions and the understanding these demonstrate is academic peer review – the process used to screen articles prior to academic publication. To ensure we continue to provide leading edge services to clients, we research management science topics relevant to our work, and seek to publish our findings in peer reviewed journals. Our research topics include Strategic Control, Strategic and Performance Management, and Balanced Scorecard.

Our research papers are available for free download and printing. To get notification of new case studies and other relevant resources, sign up to our newsletter. If you have any comments or questions about our work, please contact us.

The Balanced Scorecard as a Communication Protocol in Organisations

This paper reports on research carried out in a multi-divisional organisation, and shows how a modified Balanced Scorecard design process allowed a firm to rationalise its strategic communication so that only relevant information is transmitted, and how this simplified communication formed the basis for the design of a Strategic Control system.

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Classification of Balanced Scorecard Designs based on intended use

This paper describes a classification of Balanced Scorecard designs based on intended method of use within an organisation.

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Evolution of the 3rd Generation Balanced Scorecard

This paper describes the changes to the definition of the Balanced Scorecard that have occurred since it became popular as a performance measurement framework during the early 1990s.

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Why do only one third of UK companies realise strategic success?

A survey of over 200 companies in the Times 1000 revealed that while almost all companies had a ‘strategic vision’, only one in three reported achieving ‘significant strategic success’. For many, the answer lies in the quality of the strategic management processes.

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Improving public sector governance through better strategic management

This paper shows how an improved Balanced Scorecard design has the potential to enhance strategic management and public sector governance.

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Performance Management system design in a devolved organisation

This paper is a case study exploring the design of a new performance management system for the UK Environment Agency (11,000 staff, more than 40 discrete management units).

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Organisational performance management in a UK insurance firm

This paper explores two issues related to the performance management of individuals: effectiveness and alignment with overall business strategy.

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Balanced Scorecard Implementation in SMEs

Balanced Scorecard has been widely adopted in Medium and Large organisations since it was introduced in the early 1990s. But is the idea relevant and useful to small business?

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Integrating Risk Management and Performance Management

Executive boards seeking improved corporate governance have implemented new risk management solutions. But is risk management such a new activity?

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The Balanced Scorecard and the Business Excellence Model

The Balanced Scorecard (BSC) and the Business Excellence Model (BEM) have each been widely adopted in recent years, and are often assumed to address broadly similar issues.

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Enabling Quality Management

Since western economies began to adopt Quality Management principles in the early 1980s, it has been noted that Quality Management projects have produced limited long-term success when compared with equivalent initiatives in Japan, where Quality Management tools and processes were pioneered.

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The Balanced Scorecard & EVA

This paper reflects on how the EVA measures of organisational performance can be used within the Balanced Scorecard approach to strategic management.

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Selecting measures of intellectual capital

Intellectual capital measures must have relevance to the organisation to which they relate, such relevance being obtained through linking intellectual capital measures to strategy.

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Balanced Scorecard and Results-Based Management: Convergent Performance Management Systems

This paper compares and contrasts two of the most widely adopted Performance Management (PM) frameworks – Balanced Scorecard and Results-Based Management.

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Designing incentive systems: Linking people performance and reward

This working paper looks at how to structure a people performance management (PPM) system and how it can support a strong employee and team performance incentive system.

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Multi-level strategic alignment within a complex organisation

The implementation of large numbers of Balanced Scorecards as part of a coordinated programme (“cascading”) has been suggested as an efficient method for implementing strategy across an organisation, but case studies of this type of strategic alignment are rare. This original research stems from a 2GC project within a large and complex multi-divisional organisation in the…

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