Does the Balanced Scorecard add value? Empirical evidence on its effect on performance

Détails

ID Serval
serval:BIB_3BE19D04065F
Type
Article: article d'un périodique ou d'un magazine.
Collection
Publications
Institution
Titre
Does the Balanced Scorecard add value? Empirical evidence on its effect on performance
Périodique
European Accounting Review
Auteur(s)
De Geuser  F., Mooraj  S., Oyon  D.
ISSN
0963-8180
Statut éditorial
Publié
Date de publication
2009
Peer-reviewed
Oui
Volume
18
Numéro
1
Pages
93-122
Langue
anglais
Résumé
Since its emergence at the beginning of the 1990s, numerous companies have adopted the Balanced Scorecard (BSC). This paper tackles two research questions: (1) whether the BSC adds value to companies and (2) if so, how does it contribute to organisational performance. In contrast to previous literature that does not separate these two questions, we rely on an established methodology (Foster and Swenson, 1997) to separate and quantify both the BSC contribution to performance and the way that the contribution is achieved, by applying a unique cause-and-effect scheme to the BSC. Our empirical results are based on survey data collected from 76 business units. They indicate first that the Balanced Scorecard has a positive impact on organisational performance. More specifically, the BSC improves the integration of the management processes and empowers people. Using the Strategy-Focused-Organisation (SFO) model (Kaplan and Norton, 2001), we empirically find that the sources of performance derived from the BSC are primarily of three types: (1) a better translation of the strategy into operational terms, (2) the fact that strategising becomes a continuous process, and (3) the greater alignment of various processes, services, competencies and units of an organisation.
Mots-clé
Management control, Control-systems, Firms, Experience
Web of science
Création de la notice
26/05/2010 22:21
Dernière modification de la notice
21/08/2019 5:14
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