Balanced scorecards for strategic and sustainable continuous improvement capability

Illustrates how strategic continuous improvement (CI) capabilities were developed in three Swedish manufacturing companies that have implemented the Balanced Scorecard (BSC). A multiple case study was conducted; each company followed a unique team‐based CI strategy. Shows how the use of BSC was adapted to the specific characteristics that each of the CI strategies entail. Furthermore, shows that it could be difficult to sustain the capability that was developed. However, also finds that certain mechanisms in the management control system, as well as the presence of an advanced work organisation, may help in sustaining the strategic CI capability.