V.G. Narayanan
There are 3 articles for this faculty member.
Testing Strategy with Multiple Performance Measures Evidence from a Balanced Scorecard at Store24
| Authors: | Dennis Campbell, Srikant M. Datar, Susan L. Kulp, and V.G. Narayanan |
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| Published: | May 22, 2008 |
| Paper Release Date: | February 2008 |
| Feature: | Working Papers |
To what extent do balanced scorecards provide useful information for testing and validating an organization's strategy? Numerous case studies of balanced scorecard implementations document their use in translating organizational strategies to objectives and measures, communicating strategic objectives to employees, evaluating the performance of business units, and aligning the incentives of employees across business units and functions. There has been comparatively little research, however, on the potential learning and feedback role of balanced scorecards. Analyzing balanced scorecard data from Store24—a privately held convenience store retailer in New England—during the implementation of an innovative but ultimately unsuccessful strategy, this study investigates whether, when, and how information about problems with the firm's strategy was captured in the multiple performance measures of its balanced scorecard.
Published in 2006
Financial Reporting Goes Global
| Q&A with: | Gregory S. Miller and V.G. Narayanan |
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| Published: | January 23, 2006 |
| Feature: | Research & Ideas |
Globalization is the key issue in determining the future of financial accounting, says professor Gregory S. Miller. And as more countries consider adopting an international accounting standard, India is positioned to be a strong leader.
Published in 2003
Incentives and Operational Excellence
| Published: | June 9, 2003 |
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| Feature: | Research & Ideas |
Operational problems are a drag on business and often can be traced to poor controls in interorganizational settings, says HBS professor V.G. Narayanan. Here are his suggestions for tightening up those controls.
