Date of Award
Master of Science
Department of Operational Sciences
Bradely E. Anderson, PhD
Managing in a contemporary world has become increasingly more complex. It has evolved from a manufacturing setting with little to steer managers but a single, financial indicator to managing a greater percentage of intangible assets through numerous leading and lagging indicators. The industry has also evolved from centrally located and managed to decentralized, multi-national companies. In response to these changes, a new strategic management tool was developed called the Balanced Scorecard (BSC). This management tool has proved successful throughout the last decade. The purpose of this research was to evaluate the implementation and use of Air Force Materiel Command's (AFMC's) BSC, which started as a program in 2001. To guide this effort, a meta-synthesis approach was used to synthesize qualitative BSC data that resulted in eleven keys to successful BSC implementation and use. Secondly, an historical methodology was employed to review AFMC's BSC history within each of these eleven key areas. Finally, perceived gaps between AFMC's BSC and the literature were identified and recommendations to improve AFMC's BSC were provided. Two important recommendations are: 1) to conduct analyses to confirm hypothesized cause-and-effect objective relationships and 2) to ensure new BSC software can continue to meet AFMC's BSC needs. As Paul R. Niven stated (2003), a properly constructed BSC can "inspire and motivate all employees, set direction for the organization, and encourage alignment from top to bottom."
DTIC Accession Number
Hepler, Aaron J., "Balanced Scoredcard: Evaluation of Air Force Material Command's Implementation and Use" (2008). Theses and Dissertations. 2793.