Understanding the use of balanced scorecard in the context of State-owned Enterprises in developing Countries: A case from Ghana.

Abstract

This paper examines the conception, adoption and implementation of BSC from the context of a developing country and relatively less researched tier of the public sector – State-owned enterprises. The study adopts a case study approach where data was collected via semi-structured interview. Results show a BSC that emphasizes performance measurement and management and to some degree strategic management. Evidence on the extent of normalisation is mixed. Less than 50% of the interviewees on the average assert that there is collective action when it comes to the BSC. Furthermore, on the average a higher percent of the interviews took a neutral position (N) under each of the four elements that provide evidence in establishing the normalisation of the BSC. The limitation of this study are primarily those associated with case studies. This limitation instigates future studies drawing on other research strategies. At public sector level and SOEs in particular, this the findings of this study provide a first view of BSC being used in a Ghanaian state-owned enterprise