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.
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.
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…
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.
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…
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…
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…
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.
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?
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…
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.
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…
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…
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.
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…
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…