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Leveraging the IT Balanced Scorecard as Alignment Instrument

Leveraging the IT Balanced Scorecard as Alignment Instrument
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Author(s): Wim van Grembergen (University of Antwerp – Antwerp Management School, Belgium) and Steven De Haes (University of Antwerp – Antwerp Management School, Belgium)
Copyright: 2008
Pages: 24
Source title: Implementing Information Technology Governance: Models, Practices and Cases
Source Author(s)/Editor(s): Wim Van Grembergen (University of Antwerp – Antwerp Management School, Belgium) and Steven De Haes (University of Antwerp – Antwerp Management School, Belgium)
DOI: 10.4018/978-1-59904-924-3.ch003

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Abstract

In Chapter I, the IT balanced scorecard was introduced as a possible measurement and management tool to support the achievement of strategic alignment. In this chapter, the application of the balanced scorecard is illustrated in more detail through a case study of a major Canadian financial group, where the balanced scorecard was adopted in its full scope. This chapter is based on the publication “Linking the IT balanced scorecard to the business objectives at a major Canadian Financial Group” (Van Grembergen, Saull, & De Haes, 2003).

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