Convergence and divergence issues in strategic management - Indonesia's experience with the Balanced Scorecard in HR management

Jo Rhodes*, Paul Walsh, Peter Lok

*Corresponding author for this work

Research output: Contribution to journalArticle

23 Citations (Scopus)

Abstract

Globalization pressures escalate competitiveness and, in response, global companies tend to adopt a handful of Western management practices. One of these is the Balanced Scorecard. However, empirical evidence assessing the transferability and effectiveness of Western best practices into Asian countries is scarce. In particular, empirical evidence relating to the effectiveness of Balanced Scorecard implementations is limited, as is the impact of Asian Balanced Scorecard contextual variables. This article contributes to this gap through the study of a Central Bank of Indonesia (BI) Balanced Scorecard implementation within a conceptual framework that explores convergence and divergence of global management practices. The lessons learned discuss how divergent factors such as national culture, leadership styles, organizational culture and human resource management practices can influence Asian context Balanced Scorecard implementations.

Original languageEnglish
Pages (from-to)1170-1185
Number of pages16
JournalThe International Journal of Human Resource Management
Volume19
Issue number6
DOIs
Publication statusPublished - Jun 2008
Externally publishedYes

Keywords

  • Balanced scorecard
  • Convergence
  • Divergence
  • HRM practices
  • Strategic management

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