Open Access

Franziska Hipp

• The objective of this work is to determine which strategic management model is the most suitable for developing a strategy framework for an international, decentralised organisation to ensure sustainable e-business growth. To achieve this, primary and secondary data are analysed, using a combination of comparative and qualitative approaches. Three strategic management models are presented. The Balanced Scorecard and the Objectives and Key Results are selected for a deeper literature review to assess their applicability according to criteria considered critical in a decentralised e-business context. Based on the literature, a hypothesis is formulated suggesting that Objectives and Key Results is the most suitable model for this purpose. Using a concrete case study, -the e-business project Vision 30 of the Würth Group-, both models are developed. The results and development processes are compared and evaluated, showing that although the Objectives and Key Results has significant advantages, it cannot serve as a universally applicable framework. The Balanced Scorecard‘s strategy map uses predefined perspectives, allowing for customisation and individual adaptations for companies. Therefore, the hypothesis was rejected. This demonstrates that the strategy map provides the necessary flexibility while maintaining alignment, which is crucial for success in today’s decentralised business landscape. Further research in the field of strategic management models could investigate the effectiveness of combining both models.