Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup

Managing companies' performance is a dynamic activity which is subjects to continuous changes from time to time. It encompasses various internal and external organizational factors exhibit conflict of interest between companies' strategic mission, vision and strategies and the individuals...

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Main Authors:	Omar, Normah, Ayoup, Hazeline
Format:	Research Reports
Language:	English
Published:	Research Management Institute (RMI) 2013
Subjects:	Management. Industrial Management Planning. Business planning. Strategic planning
Online Access:	http://ir.uitm.edu.my/id/eprint/25122/ http://ir.uitm.edu.my/id/eprint/25122/1/LP_NORMAH%20OMAR%20RMI%2013_5.pdf

id	uitm-25122
recordtype	eprints
spelling	uitm-251222019-08-06T03:55:57Z http://ir.uitm.edu.my/id/eprint/25122/ Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup Omar, Normah Ayoup, Hazeline Management. Industrial Management Planning. Business planning. Strategic planning Managing companies' performance is a dynamic activity which is subjects to continuous changes from time to time. It encompasses various internal and external organizational factors exhibit conflict of interest between companies' strategic mission, vision and strategies and the individuals who work in the organizations. Rapid changes in the business environment globally especially with the fast moving technological advancement has forced companies to manage their performance to sustain its competitive advantages and improve performance. Numerous performance management tools have been developed to facilitate performance management processes along the way. Among numerous performance management tools developed, the BSC has received great attention from researchers and practitioners from worldwide since it was introduced in the early 1990s. A lot of studies have been conducted to explore and understand its benefit, shortcoming, implementation and implication (Srite, Galvin, Anuja and Karahanna, 2007; Anand, Sahay and Saha, 2005; Davis and Albright, 2004; Braam and Nijssen, 2004; and Maiga and Jacobs, 2003). However, it is aware that implementing BSC is not an easy task. Kaplan and Norton (2001) mentioned that many BSC implementation fail. Atkinson (2006) supported this claim founded that the successful story of BSC implementation is just about 30 percent (Atkinson, 2006). Research Management Institute (RMI) 2013 Research Reports NonPeerReviewed text en http://ir.uitm.edu.my/id/eprint/25122/1/LP_NORMAH%20OMAR%20RMI%2013_5.pdf Omar, Normah and Ayoup, Hazeline (2013) Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup. [Research Reports] (Unpublished)
repository_type	Digital Repository
institution_category	Local University
institution	Universiti Teknologi MARA
building	UiTM Institutional Repository
collection	Online Access
language	English
topic	Management. Industrial Management Planning. Business planning. Strategic planning
spellingShingle	Management. Industrial Management Planning. Business planning. Strategic planning Omar, Normah Ayoup, Hazeline Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
description	Managing companies' performance is a dynamic activity which is subjects to continuous changes from time to time. It encompasses various internal and external organizational factors exhibit conflict of interest between companies' strategic mission, vision and strategies and the individuals who work in the organizations. Rapid changes in the business environment globally especially with the fast moving technological advancement has forced companies to manage their performance to sustain its competitive advantages and improve performance. Numerous performance management tools have been developed to facilitate performance management processes along the way. Among numerous performance management tools developed, the BSC has received great attention from researchers and practitioners from worldwide since it was introduced in the early 1990s. A lot of studies have been conducted to explore and understand its benefit, shortcoming, implementation and implication (Srite, Galvin, Anuja and Karahanna, 2007; Anand, Sahay and Saha, 2005; Davis and Albright, 2004; Braam and Nijssen, 2004; and Maiga and Jacobs, 2003). However, it is aware that implementing BSC is not an easy task. Kaplan and Norton (2001) mentioned that many BSC implementation fail. Atkinson (2006) supported this claim founded that the successful story of BSC implementation is just about 30 percent (Atkinson, 2006).
format	Research Reports
author	Omar, Normah Ayoup, Hazeline
author_facet	Omar, Normah Ayoup, Hazeline
author_sort	Omar, Normah
title	Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
title_short	Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
title_full	Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
title_fullStr	Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
title_full_unstemmed	Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup
title_sort	strategic alignment and performance measurement: the case of tm berhad / prof dr normah hj omar and hazeline ayoup
publisher	Research Management Institute (RMI)
publishDate	2013
url	http://ir.uitm.edu.my/id/eprint/25122/ http://ir.uitm.edu.my/id/eprint/25122/1/LP_NORMAH%20OMAR%20RMI%2013_5.pdf
first_indexed	2023-09-18T23:14:06Z
last_indexed	2023-09-18T23:14:06Z
_version_	1777418996121862144

Strategic alignment and performance measurement: the case of TM Berhad / Prof Dr Normah Hj Omar and Hazeline Ayoup

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