Strategy map with an integration of time-lag effects Online publication date: Fri, 07-Mar-2008
by Kongkiti Phusavat, Pensuda Jaiwong
International Journal of Management and Enterprise Development (IJMED), Vol. 5, No. 3, 2008
Abstract: This study aims to illustrate an integration of time lag effects into the development of a strategy map. This study responded to a company's attempt to comply with ISO 9001: 2000, especially on Requirement 8 – the linkage between performance measurement and analysis. ISO 9001: 2000 had been used as a basis for enterprise development in Thailand, especially for small and medium sizes. This study was based on an in depth examination of one medium-sized company in Thailand. For this study, the strategy map based on the Balanced Scorecard (BSC) was used for this linkage. The data had been collected during January 2005 until June 2006. The overall findings show that the strategy map with the time-lag effects appeared to be more useful for planning, communicating to staffs and monitoring and evaluation. There were many time lag effects among key strategic objectives within this strategy map. These implications were generally supported by relevant literatures. Nevertheless, the study's limitations were recognised and discussed.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management and Enterprise Development (IJMED):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook