Store 24 Case Study Help

Article | Harvard Business Review | January–February 2018

More than a Paycheck: How to Create Good Blue-Collar Jobs in the Knowledge Economy

Dennis Campbell, John Case and Bill Fotsch

Fifty years ago a good blue-collar job was with a large manufacturer such as General Motors or Goodyear. Often unionized, it paid well, offered benefits, and was secure. But manufacturing employment has steadily declined, from about 25% of the U.S. labor force in 1970 to less than 10% today. Now a decent living entails more than a generous wage; it involves sharing the company's success with employees. Some companies offer a direct stake in the company's performance through stock, a share in profits, or both. Companies with employee stock ownership plans report significantly higher sales growth and higher revenue per employee than do conventionally owned companies in the same industry. However, virtually all the gains to be had go to those that create an ownership culture, by building in participative management and helping employees learn to think and act like owners.

Keywords: Jobs and Positions; Employee Ownership; Profit Sharing; Organizational Culture;

 

Testing Strategy with Multiple Performance Measures Evidence from a BalancedScorecard at Store24* Dennis Campbell Srikant Datar Harvard Business School SusanL. Kulp George Washington University V.G. Narayanan Harvard Business SchoolCurrent Draft: February 2008ABSTRACT: We analyze balanced scorecard data from a convenience store chain,Store24, during the implementation of an innovative, but ultimately unsuccessfulstrategy. Quarterly strategic reviews, based in part on the firm's balancedscorecard, led executives at Store24 to identify problems with, and eventuallyabandon, this strategy over a two year period. We find that formal statisticaltests of the hypotheses underlying the firm's balanced scorecard and strategy mapreveal problems with the strategy on a timelier basis. We also test alternativehypotheses to those underlying the firm's formal strategy map and scorecard thatare consistent with concerns expressed by some of Store24's top executives duringthe initial stages of implementing the new strategy. Our analysis demonstratesthat this firm's balanced scorecard contained useful and timely information fordistinguishing between these alternatives. These results provide some of the firstfield-based evidence on the potential for a firm's balanced scorecard to provideuseful information for detecting problems in its strategy.I.IntroductionThis study investigates the role of the balanced scorecard in generating usefulinformation for testing and validating an organization's strategy. Numerous casestudies of balanced scorecardimplementations document their use in translating organizational strategies toobjectives and measures, communicating strategic objectives to employees,evaluating the performance of business units, and aligning the incentives ofemployees across business units and functions.1 Field-based and experimentalresearch in the accounting literature has also focused on these uses of balancedscorecards (Malina andThe authors thank Store24 for use of its data. We thank Chris Ittner, RobertKaplan, Ken Koga, Joan Luft, Michael Maher, Ella Mae Matsumura Tatiana Sandino,Philip Stocken, Dan Weiss, two anonymous referees, and seminar participants at theAAA Annual Meeting in Orlando, Boston University, the EIASM conference, HarvardUniversity, Management Accounting Section Mid-year Meeting in San Diego, MichiganState University, Ohio State University, University of Arizona, UCLA, Universityof Michigan, University of Southern California, and the University of Wisconsinfor their helpful comments and suggestions. 1 See Kaplan (1998), Campbell and Lane(2006), or many of the organizations documented in Kaplan and Norton (2006) forexamples.*1

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