Strategy map concepts in a balanced scorecard cockpit improve performanceAuthor-Name: Hu, Bo

In both academia and practice, strategy implementation generally receives less attention than strategic planning, although it is no less important. In our experimental study, we address the following research question: Do different cockpits result in different strategy-implementation decisions and different performance? By using a strategic-operations research perspective, we designed a strategy-implementation task as a closed-loop control task. An ambitious growth strategy placed in the context of a mortgage brokerage business had to be successfully implemented by deciding on price, employees and expenditures in Business Concept and Technology. Compared to two other tools, the balanced-scorecard strategy map cockpit was the interface that provided the most focused and useful information in support of participants when carrying out their tasks. By comparing business-reporting tools, we can state that our research has a theoretical, as well as a practical, contribution. Modeling the impact of management performance measurement is of great interest for both practitioners and management scholars.