Internal Performance Measurement Systems: Problems and Solutions

This article pursues two aims: to identify problems and dangers related to the operational use of internal performance measurement systems of the Balanced Scorecard (BSC) type and to provide some guidance on how performance measurement systems may be designed to overcome these problems. The analysis uses and extends Nørreklit's (2000) critique of the BSC by applying the concepts developed therein to contemporary research on the BSC and to the development of practice in performance measurement. The analysis is of relevance for many companies in the Asia-Pacific area as an increasing numbers of them are implementing the BSC.