Cover: Multi-Attribute Strategy and Performance Architectures in R&D

Multi-Attribute Strategy and Performance Architectures in R&D

The Case of The Balanced Scorecard

Published Sep 11, 2006

by Athar Osama

Download eBook for Free

Full Document

FormatFile SizeNotes
PDF file 2.9 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.

Summary Only

FormatFile SizeNotes
PDF file 0.3 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.

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?

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 publication is part of the RAND 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.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.