For which purposes do managers use Balanced Scorecards?: An empirical study

The accounting literature frequently publishes articles that establish the adoption rates of accounting information systems, such as the Balanced Scorecard (BSC) or Activity-Based Costing, and subsequently examines the factors that drive this adoption. However, much less is known about the specific purposes for which these systems are used.In this paper, I examine the purposes for which managers use the Balanced Scorecard. Data was collected from a survey administered in 19 Dutch firms which had indicated that they used a BSC. The survey resulted in 224 responses from individual managers. Using exploratory factor analysis on Doll and Torkzadeh's [Doll, W.J., Torkzadeh, G., 1998. Developing a multidimensional measure of system-use in an organizational context. Information and Management 33, 171–185.] instrument of multidimensional MIS usage, I find that managers use the BSC for: (1) decision-making and decision-rationalizing; (2) coordination; and (3) self-monitoring.In the second step, I consider drivers of BSC usage for the three different purposes. These drivers are dimensions of evaluation style, alternative controls that are used in the organizational unit, and the receptiveness of managers to new types of information. I find that BSC usage for decision-making and decision-rationalizing purposes is driven by the degree of action controls used and manager's receptiveness to new information types. BSC usage for coordination purposes is driven by the emphasis placed on managerial evaluation of subordinates and the manager's receptiveness to new types of information. Finally, BSC usage for self-monitoring purposes is driven by the emphasis placed on managerial evaluation.     

从BSC的应用看我国企业绩效管理的误区

平衡计分卡(BSC),在国外已经被证明是非常有效的战略性绩效管理工具,但是在我国许多企业应用的结果大多是失败。无论使用BSC或者其他的绩效管理方法,我国企业的绩效管理水平依然没有明显改善。本文认为,我国企业对绩效管理的认识,对BSC等绩效管理方法工具的认识存在误区。本文从BSC的应用,分析这些误区,给出提高绩效管理水平的建议。     

Ganzheitlicher strategiefokussierter Managementansatz für Finanzdienstleistungsunternehmen: Relevanz und Aspekte der Einführung

The Balanced Strategy Scorecard represents a further optimization of the original Balanced Scorecard. Nowadays the BSC in terms of a BSSC is already used by some enterprises. Also companies in the finance service sector gather first experiences with this concept. The introduction and consistent application of this modern management instrument is of particular importance to the finance services sector with its dynamic environment. A continuous communication of a strategy throughout the entire organisation as well as a pragmatic and efficient implementation are essential preconditions for long-term success of finance service companies.     

The effects of adopting the Balanced Scorecard on shareholder returns

Many firms have adopted the Balanced Scorecard (BSC) as a way to implement strategy and measure firm performance. This paper uses a long-horizon event study methodology to examine the relationship between BSC adoption and shareholder returns. Using a matched pair design, we show that firms who adopt the BSC significantly outperform firms that do not adopt the BSC over a three year period beginning with the year of adoption. Our results are robust for different matching criteria. There is also evidence that firms earn greater excess returns after adoption of the BSC than before. These results provide strong evidence that the BSC is an effective strategic management tool that leads to improved shareholder returns.     

The Implementation and Adaptation of the Balanced Scorecard in a Government Agency

Despite considerable progress in understanding the adoption and practice of the Balanced Scorecard (BSC) as a performance management tool in government organisations, how a well‐designed BSC can become a sustainable organisational practice remains under explored and of central importance. Through a qualitative field study carried out within a government agency (Alpha), this paper demonstrates that Alpha's senior management implemented a BSC framework because they believed it would benefit the agency to realise its broader organisational and socio‐economic goals, namely sustainable organisational efficiency and social status. We conclude that an organisation's performance management systems can travel across internal organisational boundaries over time and could be assimilated by organisational actors to become a sustained internal control mechanism in a complex socio‐political setting.     

An experiential approach to learning about the balanced scorecard

The balanced scorecard (BSC) is an integrated strategic performance management framework that helps organizations translate strategic objectives into relevant performance measures. This paper offers guidelines for implementing an experiential approach to learning about the BSC through the study of “real-world” organizations. This approach emphasizes hands-on experience with the team-based, cross-functional, and strategic aspects of management accounting designed to address several educational objectives, including: understanding organizational strategy and critical success factors; gaining insight into how to measure performance; and developing oral presentation and team-building skills. Specific examples of classroom materials to facilitate implementation of this approach in management accounting courses at both graduate and undergraduate levels are also offered.     

LINKING COMPREHENSIVE PERFORMANCE ASSESSMENT TO THE BALANCED SCORECARD: EVIDENCE FROM HERTFORDSHIRE COUNTY COUNCIL

Over the course of the last twenty years there has been a growing academic interest in performance management, particularly in respect of the evolution of new techniques and their resulting impact. One important theoretical development has been the emergence of multidimensional performance measurement models that are potentially applicable within the public sector. Empirically, academic researchers are increasingly supporting the use of such models as a way of improving public sector management and the effectiveness of service provision ( Mayston, 1985 ; Pollitt, 1986 ; Bates and Brignall, 1993 ; and Massey, 1999 ). This paper seeks to add to the literature by using both theoretical and empirical evidence to argue that CPA, the external inspection tool used by the Audit Commission to evaluate local authority performance management, is a version of the Balanced Scorecard which, when adapted for internal use, may have beneficial effects. After demonstrating the parallels between the CPA framework and Kaplan and Norton's public sector Balanced Scorecard (BSC), we use a case study of the BSC based performance management system in Hertfordshire County Council to demonstrate the empirical linkages between a local scorecard and CPA. We conclude that CPA is based upon the BSC and has the potential to serve as a springboard for the evolution of local authority performance management systems.     

ADOPTION OF THE CONCEPT OF A BALANCED SCORECARD WITHIN NSW HEALTH: AN EXPLORATION OF STAFF ATTITUDES

This paper reports on staff attitudes towards the adoption of a Balanced Scorecard (BSC) concept in the New South Wales Department of Health in Australia. Survey results reveal that staff's perceived usefulness (at the individual level) and perceived ease of use (PEU) have a significant influence on general attitudes, and intention to use the BSC. Participation also had a significantly positive relationship with PEU, and directors, managers and non‐clinicians have a more positive perception of BSC usefulness. The implications of these findings and areas for further research are then discussed.     

Does decentralized decision making increase company performance through its Information Technology infrastructure investment?

A company's Information Technology (IT) infrastructure is a key factor in its sustainability and ongoing success and profitability. This paper explores the relationship between a company's investment in IT and its performance. Performance is measured, with the help of a Balanced Scorecard (BSC), in four ways; financial, internal business processes, innovation & learning and customer perspective. The relationship between each BSC category serves as indicators of the effect of IT investment on a company's performance. This will help establish the benefits of both financial and non-financial indicators. We focus on the Electrical and Electronic manufacturing performance of companies Malaysia. System Resource Theory (SRT) is used as the background theory to explain the concepts of organizational effectiveness, efficiency, productivity and multidimensional performance measurements and to link the variables used in this study. We conduct an empirical study in order to confirm the moderating effects of decentralized decision making. The results suggest that IT investment produces a significant relationship with all BSC perspectives, but the moderating effect is only significant only from a customer perspective.     

Umsetzungserfahrungen gesetzlicher Krankenkassen mit der Balanced Scorecard: Ein Ergebnisbericht der Gründe,Vorgehensweise und Probleme

The method of the Balanced Scorecard (BSC) is very popular in the management of companies and was recently also adopted by several German statutory sickness funds. For the latter, empirical studies concerning the process of implementation are still missing. The present paper analyses the reasons, approaches and problems of the BSC introduction in statutory sickness funds based on 13 guideline-based expert interviews. In addition, a common model of the BSC implementation is tested. The results show sickness funds specific variations and particularities of the reasons, approaches and problems concerning the implementation of the BSC, but also overlaps with other models and studies are found. The present study can provide a guideline for health insurances and other organisations that are planning to introduce the BSC.