Interrelation between Strategy Maps and other Implementation Tools and Actions

Much attention in the literature of the subject is devoted to the analysis of barriers to the strategy implementation and the tools used for this purpose. Many authors emphasise the usability of the strategy map and indicate its functions in the strategy formulation and implementation processes. However, there are no publications on the interrelations between the strategy map and other aspects, such as the management system, employee involvement or changes in the organisational structure. The purpose of this paper is to examine correlations between these elements. The studies were carried out on a group of 200 Polish companies listed in prestigious rankings. In order to test the hypotheses proposed, the Kendall tau-b correlation analysis was used. It showed the existence of positive relationships between the use of the strategy map and activities associated with employee participation, as well as between the strategy map and other implementation tools (such as BSC, implementation programs or a system for monitoring the company's environment). Such dependences were also obtained for the relationships between the strategy map and the introduction of changes in the organisational structure and in the management system (including informal communication, a motivation system or regularity in measuring the progress in implementation).