Strategizing and Organizing for Performance and Health

Long Range Planning

Volumn 39, Issue 6, 2006, Pages 649-662

  Price, Colin ^a   Roxburgh, Charles ^a   Turnbull, David ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

MANAGEMENT; PERFORMANCE; SOCIETIES AND INSTITUTIONS;

ORGANIZING; PRACTICAL PAYOFF; STRATEGIZING;

STRATEGIC PLANNING;

DEVELOPMENT STRATEGY; MANAGEMENT PRACTICE; PERFORMANCE ASSESSMENT;

EID: 33846557351     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2006.11.003     Document Type: Article

References (5)

1. We are clearly heavily indebted to Kaplan and Norton's idea of a balanced scorecard in our thinking here. We feel, however, that the idea of 'network performance' is an important addition to the idea of a balanced scorecard. Many organizations' performance has suffered from poor relationships with external stakeholders - e.g. through boycotts organized by NGOs - or are creating competitive advantage through good relationships - e.g. a company pushing for a faster introduction of regulatory standards for which it is prepared while its competitors are not.
2. See. http://www.valuescentre.com/business/process.htm for more details
3. For a more detailed exposition of this model, see. Lawson E., and Price C. The psychology of change management. The McKinsey Quarterly (2003) Special Edition: Organization, pp. 31-41
4. See. Stewart T.A., and O'Brien L. Execution without excuses. Harvard Business Review March (2005) pp. 102-11
5. See. Felton R.F., and Fritz P.K. The view from the boardroom. The McKinsey Quarterly (2005) Special Edition: Value and performance, pp. 49-61