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A re-balanced scorecard: a strategic approach to enhance managerial performance in complex environments

Author

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  • Joseph H. Callaghan
  • Arline Savage
  • Steven Mintz

Abstract

This paper is a proposal to develop conceptual and practical frameworks for evolving corporations seeking to improve their managerial performance in complex environments with actionable strategies for dealing with social, environmental and corporate governance issues. These frameworks are coalesced by social contract theory that extends the traditional view of the firm as a nexus of contracts to a broader view of the firm as a nexus of social contracts. A re-balanced scorecard is proposed to induce and evaluate management performance that captures important dimensions and aspects of the frameworks established for firms strategically choosing to change their long term objectives to include those related to meeting their social contract obligations.

Suggested Citation

  • Joseph H. Callaghan & Arline Savage & Steven Mintz, 2010. "A re-balanced scorecard: a strategic approach to enhance managerial performance in complex environments," International Journal of Business Excellence, Inderscience Enterprises Ltd, vol. 3(3), pages 341-362.
    • Handle: RePEc:ids:ijbexc:v:3:y:2010:i:3:p:341-362
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    Cited by:

    1. Daria Balkovskaya & Liubov Filneva, 2016. "The use of the balanced scorecard in bank strategic management," International Journal of Business Excellence, Inderscience Enterprises Ltd, vol. 9(1), pages 48-67.

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