Authors: Magdalena Mulawa; Joanna Świerk
Addresses: Faculty of Economics, Maria Curie Skłodowska University, Plac Marii Curie-Skłodowskiej 5, 20-031 Lublin, Poland ' Faculty of Economics, Maria Curie Skłodowska University, Plac Marii Curie-Skłodowskiej 5, 20-031 Lublin, Poland
Abstract: The balanced scorecard (BSC) originated by Kaplan and Norton is known as a strategy performance management tool. The most significant role of the BSC is ability to translate corporate strategy and mission into measurable and tangible objectives, focusing on the most meaningful measures. It is a popular management system which is used to clarify the organisations' strategy, vision and translate them into action. Therefore, it enables executives to accomplish their strategy in effective way. The traditional BSC has evolved since its developing to a full strategic management system. In 1997, was adopted by Van Grembergen and Van Bruggen for a use by a corporate IT department. They proposed modification of traditional BSC, creating the IT balanced scorecard (IT BSC) consisting of four new perspectives: corporate contribution, customer (user) orientation, operational excellence, and future orientation. The paper presents the idea of IT BSC, its history, the stages of development, current drivers and use of today's IT BSC. The main aim of this article is the verification of the hypothesis that IT BSC is some new way of IT and business strategy integration, important component of modern organisation. As a result of the analyses of this issue, the authors try to show the meaning of this tool in the nearest future.
Keywords: IT balanced scorecard; IT BSC; balanced scorecard; BSC; firm value; company value; IT departments; information technology; business strategy; strategic management; operational excellence.
International Journal of Management and Enterprise Development, 2015 Vol.14 No.1, pp.36 - 55
Received: 01 Oct 2014
Accepted: 25 Nov 2014
Published online: 08 May 2015 *