Volume 20, Issue 3, June 2017, Pages 850–862
Godfred Yaw Koi-Akrofi1
1 Senior Lecturer, Department of Information Technology, University of Professional Studies, Accra (UPSA), Accra, Ghana
Original language: English
Copyright © 2017 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
It is not out of place at all for stakeholders to demand for performance figures after a while in post-M & A era. Outcomes are expected to match with merger or acquisition motives. The concept of organizational performance is related to the survival and success of an organization. The general objective of this work was to contribute to the general body of knowledge and research work in the area of post-merger and acquisition organizational performance and performance improvement in the Telecommunications industry. To achieve the general objective, the research was aimed at exploring how a balanced scorecard approach could be employed to analyze how to improve upon post acquisition organizational performance on periodic basis; that is to align business activities to the vision and strategy (medium to long term) of the organization, improve internal and external communications, and monitor organization performance against strategic goals. A framework was developed based on the balanced scorecard to show how a typical acquired Telecom company’s performance could be improved on periodic basis. This model or framework can be used by managers of acquired Telecom companies as it presents a holistic performance improvement strategy to ensure overall creation of value for shareholders.
Author Keywords: merger, acquisition, telecommunications, performance, improvement, framework.
Godfred Yaw Koi-Akrofi1
1 Senior Lecturer, Department of Information Technology, University of Professional Studies, Accra (UPSA), Accra, Ghana
Original language: English
Copyright © 2017 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
It is not out of place at all for stakeholders to demand for performance figures after a while in post-M & A era. Outcomes are expected to match with merger or acquisition motives. The concept of organizational performance is related to the survival and success of an organization. The general objective of this work was to contribute to the general body of knowledge and research work in the area of post-merger and acquisition organizational performance and performance improvement in the Telecommunications industry. To achieve the general objective, the research was aimed at exploring how a balanced scorecard approach could be employed to analyze how to improve upon post acquisition organizational performance on periodic basis; that is to align business activities to the vision and strategy (medium to long term) of the organization, improve internal and external communications, and monitor organization performance against strategic goals. A framework was developed based on the balanced scorecard to show how a typical acquired Telecom company’s performance could be improved on periodic basis. This model or framework can be used by managers of acquired Telecom companies as it presents a holistic performance improvement strategy to ensure overall creation of value for shareholders.
Author Keywords: merger, acquisition, telecommunications, performance, improvement, framework.
How to Cite this Article
Godfred Yaw Koi-Akrofi, “ORGANIZATIONAL PERFORMANCE IMPROVEMENT USING THE BALANCED SCORECARD APPROACH: THE CASE OF AN ACQUIRED TELECOMS COMPANY,” International Journal of Innovation and Applied Studies, vol. 20, no. 3, pp. 850–862, June 2017.
