Success factors for implementation of the balanced scorecard in a NHS multi-agency setting.
Even though the balanced scorecard (BSC) has become a highly popular performance management tool, usage in local public sector National Health Service (NHS) organisations is still rare. This paper conditionally outlines some grounds in supporting such usage. In particular underlying conceptual concerns with the BSC system and its implementation pitfalls require full consideration. This paper then outlines some factors to be taken into account for "successful" BSC implementation in a NHS multi-agency setting. These findings emerged from a series of focus groups that took place with contributors drawn from all the key organisations within the Bradford Health Action Zone. Finally, this paper argues that if key criteria are met, successful implementation of the BSC may then proceed. However, "blind" BSC implementation without consideration of these factors may result in potential "failure".
Radnor
Zoe
Z
Warwick Business School, University of Warwick, Coventry, UK.
Lovell
Bill
B
D019985:Benchmarking; D004059:Diffusion of Innovation; D017598:Efficiency, Organizational; D017144:Focus Groups; D006284:Health Plan Implementation; D006779:Hospitals, Public / Q000592:standards*; D006801:Humans; D007857:Leadership; D009096:Multi-Institutional Systems / Q000592:standards; D019982:Organizational Case Studies; D015279:Organizational Culture; D009937:Organizational Objectives; D019984:Quality Indicators, Health Care; D013222:State Medicine / Q000592:standards; D017749:Total Quality Management / Q000379:methods / Q000458:organization & administration*; D006113:United Kingdom