A qualitative case study: Balanced Scorecard for strategic alignment at a U.S. government logistics organization

by Curtis, Angela Renee, Ph.D., CAPELLA UNIVERSITY, 2013, 131 pages; 3563442


Organizations can implement a strategy if it aligns the strategies of its business units with that of its corporate entity. The process of cascading strategy from a corporate entity to business units is known as alignment. Alignment creates coordination and focus even in the most complex or hierarchical organizations. Whether the alignment process is top-down or bottom-up, organizations oftentimes opt to use a tool that can assist in gaining consensus with their leaders and can integrate individual business units strategies with those of the enterprise; one such tool is the Balanced Scorecard. The present study explored how the Balanced Scorecard strategically aligned a U.S. government logistics organization's activities with its corporate entity strategies. It used a collectivity of primary and secondary sources of information and utilized a single-case study research design.

AdviserGregory Gull
Source TypeDissertation
SubjectsManagement; Public administration
Publication Number3563442

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