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dc.contributor.authorMwangi, Kamau
dc.description.abstractOne of the most common difficulties organizations face in strategic planning is turning their strategy and vision into reality. A new approach to strategic management was developed in the early 1990s. This new system was named the Balanced Scorecard (BSC). The BSC is a management system that enables organizations to clarify their vision and strategy and translate them into actions. This study set out to establish how KRA applied the BSC in implementing its strategies. The challenges faced and the benefits realized from applying the BSe. It was established that KRA adopted the BSC in its second corporate strategy and has continued to use it in implementing its strategies. It was also establish that KRA constructs its corporate BSC from its corporate strategy. The BSC is then cascaded down the organizational hierarchy. However the study established that KRA faces a challenge in BSC cascading. KRA has realized several benefits from using the BSe. Among these benefits include the improved appreciation and understanding of KRA vision and strategy. KRA BSC adoption is helping a great deal in institutionalizing planning in KRA and making KRA a strategy focused organization. For KRA to fully utilize the BSC, the issues that emerged from this research as indicated in the recommendation part of this study should be addressed.en_US
dc.publisherUniversity of Nairobien_US
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
dc.titleThe Application of the Balanced Scorecard in the Implementation of Strategy at Kenya Revenue Authority.en_US

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Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivs 3.0 United States