This qualitative study on exploring the feasibility of implementing the Balanced Scorecard in the French manufacturing sector attempted to show how the Balanced Scorecard might be adapted by French businesses and if it could be accepted by French employees. An ethnographic research strategy was utilized in this study to explore how the Balanced Scorecard may be adapted in France given the lack of acceptance to foreign ideas, the differences in cultures and French management styles, and the complex employment laws in France that may inhibit the implementation because of the restrictive nature of these laws. The problem addressed in the study was the unwillingness of French organizations, as well as French employees, to accept a change in management tools given the restrictive labor laws, the lack of acceptance to foreign ideas and the differences in the cultures and management styles. There were 15 participants who participated in face-to-face interviews and another 10 participants who completed questionnaires. The participants consisted of a mixture of 47 % managers and 53 % non-managers, all of French nationality with differing levels of knowledge and understanding of American business practices. The participants had between ten to twenty years of work history and worked in the manufacturing industry. Implementing the Balanced Scorecard in French manufacturing organizations would be feasible although a shift in the cultural paradigm may be necessary within the organization. The hierarchy that exists between French managers and employees in an organization would possibly hinder the implementation of the Balanced Scorecard. Implementing the Balanced Scorecard would require a change in how management communicates and shares information with subordinates. Since communication is so imperative for successful implementation of the Balanced Scorecard, the lack of communication that is prevalent in France will have a major impact on the ability of management to implement this management method. Future research would be necessary to determine whether the cultural differences that exist between the French culture and American culture would affect a successful implementation. A study on the effect of national culture on the implementation of the Balanced Scorecard, particularly in France, would be a welcome addition to supplement this study. It would aid in better understanding how national culture and organizational culture affect the implementation of management theories developed in other countries. Further research should be undertaken on how a change in openness between what is perceived as a management function and those of employees could affect the implementation of the Balanced Scorecard.
|School Location:||United States -- Arizona|
|Source:||DAI-A 73/08(E), Dissertation Abstracts International|
|Subjects:||Cultural anthropology, Management|
|Keywords:||Balanced Scorecard, France, Manufacturing, National culture, Power distance, Uncertainty avoidance|
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