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Human Capital Information Capital Organization Capital
Leadership Alignment Teamwork
RESEARCH METHODOLOGY Background to the research project
For this research project a qualitative approach was followed; managers and employees were interviewed with the intention of understanding the management actions in their view made the balanced scorecard approach work in the NZIS business unit. The various views and experiences of management and employees within the business unit since the adoption of the balanced scorecard in 2008 were gathered. These views were analysed and summarised with the intention of making recommendations for a balanced scorecard approach that could be implemented company-wide.
Sample selection
At the time of the research NZIS had only three managers in their business unit on which this case study was based; therefore the sample population of managers was limited to three. Employees to be interviewed were chosen on the basis of their length of service within the business unit. The longest serving employees were interviewed. The reason for this purposeful sampling (Bryman, Becker & Sempik, 2008) was that employees that had been around for less than thirty-six months would not be able to provide an insight into the changes that took place. Furthermore, employees with less than thirty-six months experience in NZIS could not add value to this study as the balance scorecard was implemented during this period. On this basis the four employees were selected.
Data collection
The data collection was primarily through recorded verbal interviews of the research participants. One of the researcher’s own e-mail archives from 2007 to 2010 was also used. Seven research participants were interviewed. The research participants were selected on the basis of their involvement during the time of the business transformation being researched. Qualitative data was collected through recorded verbal interviews of managers and employees in the business unit on which the case study is based.
THE USE OF THE BALANCED SCORECARD TO ENHANCE PERFORMANCE CULTURE IN A NEW ZEALAND INFORMATION TECHNOLOGY ORGANISATION