Convergence and divergence issues in strategic management - Indonesia's experience with the Balanced Scorecard in HR management

Globalization pressures escalate competitiveness and, in response, global companies tend to adopt a handful of Western management practices. One of these is the Balanced Scorecard. However, empirical evidence assessing the transferability and effectiveness of Western best practices into Asian countr...

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Bibliographic Details
Published in:International journal of human resource management 2008-06, Vol.19 (6), p.1170-1185
Main Authors: Rhodes, Jo, Walsh, Paul, Lok, Peter
Format: Article
Language:English
Subjects:
Balanced Scorecard
Convergence
Corporate culture
divergence
Employees
Employers
Globalization
HRM practices
Human resource management
Human resources
Indonesia
Leadership
Management
Organizational analysis
Organizational culture
Organizational research
Planning methods
Strategic management
Studies
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Summary:Globalization pressures escalate competitiveness and, in response, global companies tend to adopt a handful of Western management practices. One of these is the Balanced Scorecard. However, empirical evidence assessing the transferability and effectiveness of Western best practices into Asian countries is scarce. In particular, empirical evidence relating to the effectiveness of Balanced Scorecard implementations is limited, as is the impact of Asian Balanced Scorecard contextual variables. This article contributes to this gap through the study of a Central Bank of Indonesia (BI) Balanced Scorecard implementation within a conceptual framework that explores convergence and divergence of global management practices. The lessons learned discuss how divergent factors such as national culture, leadership styles, organizational culture and human resource management practices can influence Asian context Balanced Scorecard implementations.
ISSN:0958-5192
1466-4399
DOI:10.1080/09585190802051477