Multi-Attribute Strategy and Performance Architectures in R&D
The Case of The Balanced Scorecard
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This dissertation is about the alignment of strategic planning, performance measurement, and incentives systems within research and development (R&D) organizations. Specifically, it is an investigation into the appropriate use of one class of multi-attribute strategy and performance architectures, the Balanced Scorecard, that has become a popular performance measurement and management framework. However, the Balanced Scorecard has not been as well received within research and development settings as elsewhere. This study takes a step back and asks the questions: Are R&D organizations different? Do the underlying assumptions that make the Balanced Scorecard work hold true for research and development organizations? Do R&D organizations that use the Balanced Scorecard realize performance “breakthroughs” that are often associated with the framework? How might one modify or adapt the Balanced Scorecard framework before applying it to an R&D setting?
Table of Contents
Chapter One
Performance Measurement in R&D: Background & Problem Definition
Chapter Two
Introduction to Performance Measurement in R&D: A Review of Relevant Literature
Chapter Three
The R&D Balanced Scorecard: Establishing a Reference Model
Chapter Four
The Research Questions and Methodology
Chapter Five
Developing a Sense of the Universe: Lessons from a Survey of R&D Performers
Chapter Six
Strategy-Performance-Incentives (SPI) Systems in Practice: Lessons from Individual Case Studies
Chapter Seven
Understanding Strategy-Performance-Incentives (SPI) Systems: A Cross Case Comparison
Chapter Eight
Conclusions & Recommendations
Appendix A
The Survey Questionnaire & Cover Letter
Appendix B
Informed Consent Form
Appendix C
Some Relevant Statistical Tables
Research conducted by
This document was submitted as a dissertation in March, 2006 in partial fulfillment of the requirements of the doctoral degree in public policy analysis at the Pardee RAND Graduate School. The faculty committee that supervised and approved the dissertation consisted of Steven W. Popper (Chair), Bruce J. Held, Richard J. Hillestad, and Parry M. Norling.
This report is part of the RAND Corporation dissertation series. Pardee RAND dissertations are produced by graduate fellows of the Pardee RAND Graduate School, the world's leading producer of Ph.D.'s in policy analysis. The dissertations are supervised, reviewed, and approved by a Pardee RAND faculty committee overseeing each dissertation.
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