This study examines evaluator ratings of subordinate performance in implementing a new corporate strategy in a Balanced Scorecard environment. We focus on two factors predicted to influence strategic performance judgments: (1) the presence or absence of an explicit timeline for strategy implementation, and (2) the evaluator's perceptions of the effectiveness of the new strategy. One hundred eleven M.B.A. students averaging over eight years of work experience participated in the study. Consistent with predictions, we find that (1) absence of an implementation timeline was associated with fixation on lagging financial performance measures outside of the subordinate's time span of control, and (2) evaluator perceptions of the strategy's effectiveness were positively associated with evaluations of strategy-congruent performance. These results extend prior research by highlighting the importance of the time dimension and perceptions of strategy effectiveness in performance judgments. Implications for future research in strategic performance evaluation are discussed.
- Balanced scorecard
- Performance evaluation
- Strategy implementation
ASJC Scopus subject areas
- Business and International Management