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Balanced Scorecard as Organizational Practice: A multi-perspective analysis
Linköping University, HELIX Vinn Excellence Centre. Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
Linköping University, HELIX Vinn Excellence Centre. Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.ORCID iD: 0000-0002-9155-189X
2010 (English)Other (Other academic)
Abstract [en]

Much academic attention has been directed towards management models, but there is limited research into the details of how these models are put to use in organizations. In this paper, we employ a multi-theoretical process perspective on the introduction of Balanced Scorecard in a Swedish healthcare organization. Through the application of actor-network theory, behavior setting theory and distributed cognition, we have identified a set of complementary observations and conclusions. First, we claim that a critical mass of actors is needed to support the change effort. We also emphasize the need for a problematization process in which critical voices are given room to influence the introduction. Further, we stress the importance of aligning the physical environment with organizational goals, and argue that well-designed feedback mechanisms may prevent undesired decoupling of managerial practice.

Place, publisher, year, pages
Linköping: Linköping University Electronic Press, 2010.
Keyword [en]
Management models, change, process studies, multiple interpretations
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:liu:diva-75049OAI: oai:DiVA.org:liu-75049DiVA: diva2:503201
Note
Working paper.Available from: 2012-02-16 Created: 2012-02-15 Last updated: 2015-02-05Bibliographically approved
In thesis
1. Exploring organizational translation: A case study of changes toward Lean Production
Open this publication in new window or tab >>Exploring organizational translation: A case study of changes toward Lean Production
2012 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Lean Production has received massive attention during recent years, and many organizations attempt to introduce it with an ambition to reach the radical improvement effects that are promised in the popular management literature. However, introducing a management concept can be a very challenging task, and research has shown that the majority of such initiatives fail. A common observation is that the outcome of a change initiative differs from its initial intentions, which indicates that the content of the change is somehow transformed during the process. This kind of transformation can be described as organizational translation.

The purpose of the thesis is to provide an account of how processes of organizational translation transpire and to analyze and identify the main determinants of their outcome.

The thesis is based on a longitudinal case study that has focused on the introduction of the management concept Lean in a large Swedish manufacturing company. The study has been performed in two phases. In the first phase, a series of retrospective interviews have been performed with employees at all hierarchical levels within the company. The second phase of the study has been based on a prospective approach. This phase has comprised a combination of interviews, observations and document studies, with focus on a pilot project within the company. The study was performed between 2007 and 2011 and covers events between 2003 and 2011.

By analyzing the changes from a translation perspective, the thesis contributes to explore the meaning of organizational translation and the mechanisms through which Lean is materialized and developed into organizational practice.

Three types of organizational translation are presented in the thesis. These are defined as the activities and processes through which Lean is translated to a local set of ideas, practices and objects, respectively. It is suggested that these three entities and the corresponding forms of translation interact and together influence how people behave, which in turn will affect the results of the change initiative. This implies that all three types of organizational translation need to be addressed for a change initiative to be successful. Further, the suggested change must be translated so that it is represented in physical objects, people’s understanding and organizational practice. Lack of alignment between these three entities will create tension, which will likely hinder change and increase the risk of failure.

Abstract [sv]

Lean Production är ett koncept som har fått mycket uppmärksamhet under de senaste åren, och många organisationer försöker att införa det utifrån en ambition att uppnå de radikala förbättringseffekterna som utlovas i den populära managementlitteraturen. Att föra in ett managementkoncept kan vara en mycket svår uppgift, och forskning har visat att majoriteten av sådana initiativ misslyckas. En vanlig observation är att utfallet av ett förändringsinitiativ ofta avviker från de ursprungliga målsättningarna, vilket antyder att förändringens innehåll på något sätt har omvandlats under processen. Denna sorts omvandling kan beskrivas som organisatorisk översättning.

Syftet med avhandlingen är att ge en bild av hur organisatorisk översättning kan gå till samt analysera och identifiera de viktigaste drivkrafterna i sådana processer.

Avhandlingen baseras på en longitudinell fallstudie som har fokuserat på införandet av managementkonceptet Lean i ett stort svenskt tillverkningsföretag. Studien har genomförts i två faser. I den första fasen har en serie retrospektiva intervjuer genomförts med anställda på samtliga hierarkiska nivåer inom företaget. Studiens andra fas har baserats på en prospektiv ansats. Denna fas har innefattat en kombination av intervjuer, observationer och dokumentstudier, med fokus på ett pilotprojekt inom företaget. Studien har genomförts mellan 2007 och 2011, och behandlar händelser mellan 2003 och 2011.

Tre former för organisatorisk översättning presenteras i avhandlingen. Dessa definieras som de aktiviteter och processer varigenom Lean översätts till en lokal uppsättning av idéer, praktiker samt objekt. Det föreslås att dessa tre enheter och deras motsvarande former för översättning interagerar och tillsammans påverkar människors beteende, vilket i sin tur påverkar resultaten av förändringsinsatsen. Detta innebär att alla tre former för organisatorisk översättning måste tas i beaktning för att en förändringsinsats ska lyckas. De föreslagna förändringarna måste översättas så att de representeras i fysiska objekt, människors förståelse samt organisatorisk praktik. Brist på överensstämmelse mellan dessa tre enheter kommer leda till spänningar, vilka sannolikt kommer att hindra förändringen och öka risken för misslyckande.

Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2012. 181 p.
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1422
Keyword
Organizational change, Lean Production, Organizational translation, Organisatorisk förändring, lean, organisatorisk översättning
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-74621 (URN)978-91-7519-974-0 (ISBN)
Public defence
2012-03-16, C3, Hus C, Campus Valla, Linköpings universitet, Linköping, 10:15 (Swedish)
Opponent
Supervisors
Available from: 2012-02-27 Created: 2012-02-02 Last updated: 2015-02-05Bibliographically approved

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