The developed design features and principles can be used by practitioners as guidance for developing customised strategy maps for their organisations. This study also identifies a significant lack of empirical research on strategy map design features and principles.įuture research could examine whether and why various design features and principles could exert different or same effects (e.g. This study develops 14 design principles across seven features of a strategy map framework. In particular, this study reviews 41 publications on strategy maps in the period 2000–2015, including observation of 333 strategy map frameworks. This is a technical paper, which primarily builds on the prior literature on the strategy map design. In an organisation’s strategy execution process, a strategy map complements a performance measurement framework such as the balanced scorecard. A strategy map visually represents how the critical elements of an organisation’s strategies are linked together. Robert Kaplan and David Norton introduced the strategy map in their 2000 Harvard Business review article. The purpose of this study is to synthesise the prior literature on strategy maps to develop a practitioner’s guide to the design of strategy map frameworks. Its value and originality lie in providing unique insights into the workings of a proprietary SPMS at a nonanonymised hotel company. It concludes by arguing that LightStay is a holistic platform that not only integrates precise measurement of the firm's environmental effects with its business operations and strategic goals but also acts as a repository of sustainability knowledge and a facilitator of organisational learning.

The study shows, among other things, how LightStay, using an internationally approved methodology of data collection, calculation, metrics and benchmarking, compares a hotel's predicted and actual environmental performance. Specifically, the paper traces the system's evolution and highlights its distinctive features, exploring the challenges and trade-offs related to the design and workings of an SPMS in a hotel multinational. It draws on the case-study method and relies on three principal sources of information: in-house documents, a questionnaire completed by users of LightStay and interviews conducted with external experts. This paper focuses on Hilton's proprietary sustainability performance measurement system (SPMS) called LightStay (2010-2017).

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