A Balanced Scorecard framework for R&D

A Balanced Scorecard framework for R&D Purpose – The purpose of this paper is to produce a general Balanced Scorecard (BSC) model that is designed and delimited for managing research and development (R&D) activities. Design/methodology/approach – A methodology based on the validity of content of an instrument of measurement, within the analytical framework of the validation of scales or constructs was employed. Findings – The BSC model for R&D developed in this study has been subject to testing with recognised experts in management and in R&D. It has enabled a proposal to be put forward in respect of those indicators that best define the factors related to organisational effectiveness in the achievement of the strategic objectives set by companies, and to inter‐relate them and group them under five broad perspectives of the BSC. Research limitations/implications – The BSC will be validated as a construct in future research. Practical implications – The result is the design of a scale of measurement that ranks the empirical indicators under the perspectives of the BSC; for the measurement of results, this instrument will provide unique values that group all the previous indicators in a single scale of measurement. Originality/value – No studies dealing with the content validation of a BSC have been found in the literature on innovation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Innovation Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1460-1060
DOI
10.1108/14601060810869884
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to produce a general Balanced Scorecard (BSC) model that is designed and delimited for managing research and development (R&D) activities. Design/methodology/approach – A methodology based on the validity of content of an instrument of measurement, within the analytical framework of the validation of scales or constructs was employed. Findings – The BSC model for R&D developed in this study has been subject to testing with recognised experts in management and in R&D. It has enabled a proposal to be put forward in respect of those indicators that best define the factors related to organisational effectiveness in the achievement of the strategic objectives set by companies, and to inter‐relate them and group them under five broad perspectives of the BSC. Research limitations/implications – The BSC will be validated as a construct in future research. Practical implications – The result is the design of a scale of measurement that ranks the empirical indicators under the perspectives of the BSC; for the measurement of results, this instrument will provide unique values that group all the previous indicators in a single scale of measurement. Originality/value – No studies dealing with the content validation of a BSC have been found in the literature on innovation.

Journal

European Journal of Innovation ManagementEmerald Publishing

Published: Apr 25, 2008

Keywords: Balanced scorecard; Research and development; Content management; Strategic management

References

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