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Article
Strategically aligning family and business systems using the Balanced Scorecard
Journal of family business strategy
  • Justin Craig, Bond University
  • Ken Moores, Bond University
Date of this Version
6-1-2010
Document Type
Journal Article
Publication Details

Interim status: Citation only.

Craig, J. B., & Moores, K. (2010). Strategically aligning family and business systems using the Balanced Scorecard. Journal of Family Business Strategy, 1(2), 78-87.

Access the publisher's website.

2010 HERDC submission. FoR Code: 150302

© Copyright Elsevier Ltd, 2010

Abstract
We take an integrated approach to align issues that influence the family and business, systems. Using innovation action research (Kaplan, 1998) we illustrate how the Balanced Scorecard, that includes reference to family business challenges can be introduced and used to assist family, members, board members and management in a third-generation Australian family-owned business. The process of scorecard development is discussed and the development of the core essence, vision, and mission statements, strategic objectives, measures and targets, which can be scrutinized by family, business stakeholders to ascertain consistency with the vision of the company, is outlined. We suggest, that, in the family domain, the BSC assists in the education of, and communication among, family, members. From a business system perspective, the BSC is a useful tool to link and align the family with, the business, and this too has benefits in communication and education terms. A conceptual mapping, framework is introduced and propositions that will guide future projects are detailed.
Citation Information
Justin Craig and Ken Moores. "Strategically aligning family and business systems using the Balanced Scorecard" Journal of family business strategy Vol. 1 Iss. 2 (2010) p. 78 - 87
Available at: http://works.bepress.com/justin_craig/20/