Engaging employees with the BSC

The paper looks into the application of the BSC within a healthcare organization. The BSC has had a significant impact on practice. However, it has had both favorable and unfavorable reviews in the literature, some author arguing the benefits of a more collaborative environment through the adoption of the BSC, other highlighting the limitation of this managerial tool, particularly in its implementation. The present paper traces the progressive implementation of the BSC as theoretical information and compares it to some of the experiences that emerged within the organization. A range of practices developed in the organization. Against these the validity of the implementation theory is tested. The findings indicate a lack of appropriate accounting for the motivational factors in the BSC that impinges on the success of its introduction. This emphasizes that while the BSC design may be promoted as ‘standard’, its implementation process cannot proceed without taking account of the unique factors, which constitute the situation facing the adopter.