Japan Society for the Promotion of Science:Grants-in-Aid for Scientific Research
Date (from‐to) : 2004 -2006
Author : HASEGAWA Keiichi; SHIMIZU Takashi; KOBAYASHI Mari; OKUMURA Masashi; SASAKI Shigeru; MORIOKA Kazunori
In 2004, the investigators researched on the theory of the Balanced Scorecard. Our main concern was if the Balanced Scorecard theory could be adapted to each investigator's academic field. We reviewed the preceding Balanced Scorecard researches, according to the state of the art of each investigator's research field. As a result, Shimizu edited and published The Strategic Management System : The Balanced Scorecard for Companies and Nonprofit Organizations, to which Hasegawa contributed "The Fundamental Theory of the Balanced Scorecard." Hasegawa and Shimizu also reported at the 1st or 2nd annual meetings of the Japan Association for Healthcare Balanced Scorecard Studies as panelists of the symposia, respectively.
August 2005, we conducted a questionnaire research, asking 247 local governments all over the nation about their performance evaluation systems. 206 local governments responded and the response rate was up to 83.4%. Depending on the responses we found the fact that a few local governments introduced or intended to introduce the Balanced Scorecard, whereas we concluded that few local governments used the Balanced Scorecard as a strategic management system.
We made another questionnaire research about strategic management systems in hospitals in 2006. Because companies want to keep their strategic issues secret, we gave up asking them about their strategic management systems. Otherwise, we requested four hospitals, which were implementing or intending to implement the Balanced Scorecard as a strategic management system, to deliver questionnaires to their employees. The questionnaires were asking about employees' attitudes to their jobs, bases of their performance evaluations and the relationships between the both. We also asked the employees if the cause-and-effect chains on their Strategy Maps worked well. According to their answers, the result showed that there were the cause-and-effect chains effective among the learning and growth, customer and financial perspectives on the Strategy Map of one hospital.