Balanced Scorecards to drive the strategic planning of family firms

Justin B L Craig, Kenneth Moores

Research output: Contribution to journalArticleResearchpeer-review

69 Citations (Scopus)

Abstract

The focus of this research is the measurement and management tool known as the Balanced Scorecard (BSC) and how it can be applied in the family business context. In this article we add familiness to the four BSC perspectives (financial, innovation and learning, customer, internal process) and illustrate how this can assist business development, management, and succession planning in family-owned businesses. We use an action research project to highlight how family businesses can professionalize their management by the adoption of a BSC strategy map that includes a family business focus and links the core essence of the family business with the values and the vision of the founder to the strategic initiatives of the family business. The F-PEC Scale constructs of power, experience, and culture are used to introduce a PEC statement that identifies and articulates the core essence of the family business. Finally, we discuss potential contributions that this project has for family businesses and those who work with and for them.

Original languageEnglish
Pages (from-to)105-122
Number of pages18
JournalFamily Business Review
Volume18
Issue number2
DOIs
Publication statusPublished - Jun 2005

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Strategic planning
Family business
Balanced score card
Family firms
Succession planning
Family-owned business
Familiness
Strategic initiatives
Management tools
Business development
Financial innovation
Strategy map
Internal customers

Cite this

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Balanced Scorecards to drive the strategic planning of family firms. / Craig, Justin B L; Moores, Kenneth.

In: Family Business Review, Vol. 18, No. 2, 06.2005, p. 105-122.

Research output: Contribution to journalArticleResearchpeer-review

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