Abstract
This paper investigates the relationship between different types of strategy and application of different measures of balanced scorecard (BSC). The data used in this study were collected; using a questionnaire for a selective sample of 62 manufacturing companies listed on Iranian's Tehran Stock Exchange (TSE). The results indicate that there is a positive relationship among analyzer strategy and application of the BSC measures in total and its separate perspectives. However, there is no significant relationship between prospector strategy and application of the BSC measures. Moreover, defender strategy has a negative impact on the application of overall BSC measures and internal processes measures. Key words: Miles and Snow's typology, balanced scorecard, prospector strategy, defender strategy, analyzer strategy, reactor strategy.
Highlights
Today, companies have proceeded the era of "industrial competition" and have been infatuated with the era of "information" (Namazi and Abhari, 2010)
The most the consensus on the strategic dimensions is related to performance evaluation procedures (62% "defender strategy") and the least the consensus is related to future planning (31% "analyzer strategy")
The results indicate that all the variables are normal except variables of prospector strategy and analyzer strategy (Table 3)
Summary
Companies have proceeded the era of "industrial competition" and have been infatuated with the era of "information" (Namazi and Abhari, 2010). In the early 1990s, Kaplan and Norton (1996) began a research project with the purpose of evaluating the success reasons of 12 superior US companies and studied their performance assessment methods. Their results indicate that the financial metrics, as the ultimate outcome that measures the company success should be combined with the metrics from three additional perspectives as drivers for creating long-term valuecustomer, internal processes, and learning and growth. Companies should determine quantitative targets for the each of these measures and should plan and implement necessary actions and initiatives to achieve their goals They named this approach balanced scorecard (BSC)
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