Applying Flexible Strategy Game-Card Approach for Designing Performance Management System: The Case of Mobile-Telecommunication Company of Iran (MCI)
(International Journal of Business, Economics and Management Works)
Vol. 4, Issue 11, PP. 31-38, November 2017
Performance Management System (PMS), Flexible Strategy Game-Card (FSGC), strategic interventions, balanced scorecard (BSC)
- This study aims to carry out performance management system by flexible strategy game-card method for mobile communication company of IRAN.
- In this regard these question have been arisen:
- - What is the concepts of flexible strategy game-card (FSGC) for designing PMS?
- - Which perspectives are considered in FSGC?
- - What are the steps of FSGC in implementation?
- - How we can extract strategic directions and related strategic actions?
- Literature was reviewed in order to implement FSGC for designing PMS(performance management system). According to similarity in the context with case illustration of another study this study adopts perspectives and related strategic factors in hierarchical structures of these factors from that study. It should be mention gathering information about these strategic factors is based on secondary data of MCI. But in order to preserve the confidentiality of information, in some factors there is a slight deviation from the real value. The study adopts FSGC for designing of PMS for MCI. By using this concept, actual results have been compared with targets and led to extract strategic directions. Then strategic interventions that are aligned with the strategic directions were identified for MCI. Although the implication of FSGC approach for designing of PMS is available in the literature (even in similar industry/region/time limit), but there is not any attempt to utilizing it in MCI strategic department.
- Hamidreza Radmanesh: firstname.lastname@example.org
- Nasrin Aghaee: email@example.com
- Mohsen Behdari: firstname.lastname@example.org
- Negar Rastegar: email@example.com
- Mohammadreza Asadzadeh: firstname.lastname@example.org
- All of Authors: MBA Student, Linkoping University, Sweden
Hamidreza Radmanesh, Nasrin Aghaee, Mohsen Behdari, Negar Rastegar, Mohammadreza Asadzadeh, "Applying Flexible Strategy Game-Card Approach for Designing Performance Management System: The Case of Mobile-Telecommunication Company of Iran (MCI)" International Journal of Business, Economics and Management Works, Vol. 4, Issue 11, PP. 31-38, November 2017.
-  Kaplan, R.S. and Norton, D.P. (1996), “Using the balanced scorecard as a strategic management system”, Harvard Business Review, January-February, pp. 75-85.
-  Anthony, R.N. and Govindarajan, V. (2003), “Management Control Systems”, 11th ed., McGraw-Hill/Irwin, New York, NY.
-  Said, A.A., Hassab, E.H.R. and Wier, B. (2003), “An empirical investigation of the performance consequences of nonfinancial measures”, Journal of Management Accounting Research,Vol. 15 No. 1, pp. 193-223.
-  Kaplan, R.S. and Norton, D.P. (2001), “The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment”, Harvard Business School Press, Boston, MA.
-  Chenhall, R.H. (2003), “Management control systems design within its organizational context:findings from contingency-based research and directions for the future”, Accounting,Organizations and Society, Vol. 28 Nos 2/3, pp. 127-68.
-  Ittner, C.D., Larcker, D.F. and Randall, T. (2003), “Performance implications of strategic performance measurement in financial services firms”, Accounting, Organizations and Society, Vol. 28 Nos 7/8, pp. 715-41.
-  Neely, A. and Bourne, M. (2000), “Why measurement initiatives fail?”, Measuring Business Excellence, Vol. 4 No. 4, pp. 3-6.
-  Taticchi, P., Cagnazzo, L. and Tonelli, F. (2010), “Performance measurement and management: a literature review and a research agenda”, Measuring Business Excellence, Vol. 14 No. 1,pp. 4-18
-  Bititci, U.S., Carrie, A.S. and McDevitt, L. (1997), “Integrated performance measurement systems:a development guide”, International Journal of Operations and Production Management,Vol. 17 No. 5, pp. 522-34.
-  Nilsson, F. and Kald, M. (2002), “Recent advances in performance management: the Nordic case”,European Management Journal, Vol. 20 No. 3, pp. 235-45.
-  Dixon, J.R., Nanni, A.J. and Vollmann, T.E. (1990), “The New Performance Challenge: Measuring Operations for World-class Companies”, Dow Jones-Irwin, Homewood
-  Kaplan, R.S. and Norton, D.P. (2006), “Alignment: Using the Balanced Scorecard to Create Corporate Synergies”, Harvard Business School Press, Boston, MA.
-  Sushil (2011), “Implementing flexible strategy game-card”, Global Journal of Flexible Systems Management, Vol. 12 Nos 3-4, p. iii.
-  Yadav, N. and Sushil (2014a), “Theoretical roots of flexible strategy game-card: an evolving performance management framework”, in Sushil and Stohr, E.A. (Eds), The Flexible Enterprise, Springer, New Delhi, pp. 99-109.