A re-balanced scorecard: a strategic approach to enhance managerial performance in complex environments
by Joseph H. Callaghan, Arline Savage, Steven Mintz
International Journal of Business Excellence (IJBEX), Vol. 3, No. 3, 2010

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.

Online publication date: Wed, 02-Jun-2010

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