Team processes, identification, and reliable performance: Implementing the Balanced Scorecard in health service teams (2006-2009)
Abstract
The aims of this research are to examine factors that enhance the reliability of performance of health service teams. These teams are required to deliver outcomes with a high degree of consistency and reliability. We draw on social identity theory and research on high reliability organisations (HROs) to identify the factors that contribute to improved reliability in teams. Second, we explore whether organisational strategy processes such as the Balanced Scorecard (BSC) infiltrate work processes and influence team outcomes. Our aim is to examine whether the implementation of the BSC interacts with team dynamics to enhance the reliability of performance in teams.
