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Performance measurement at Nordic companies

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  • Kald, Magnus
  • Nilsson, Fredrik

Abstract

During the past decade there have been considerable changes in methods of management control. To a considerable degree, these changes are due to growing globalization and stiffening competition. In the face of these new challenges, there has been serious dissatisfaction with traditional methods of management control. In the Nordic countries there has been a particular interest in ways to improve performance measurement, especially the Balanced Scorecard. At present, however, our knowledge about how Nordic companies design and use systems of performance measurement is limited. In view of this situation, a questionnaire-based study was conducted. Performance measurement was examined in the following dimensions: (1) structure; (2) processes; (3) use; and (4) benefits and shortcomings. The use of three well-known models of performance measurement was also studied. Responses to the questionnaire were submitted by 236 business units, which belong to major corporate groups in the Nordic countries. The findings show that performance measurement is relatively well developed in the Nordic countries, and that the benefits are perceived as outweighing the shortcomings.

Suggested Citation

  • Kald, Magnus & Nilsson, Fredrik, 2000. "Performance measurement at Nordic companies," European Management Journal, Elsevier, vol. 18(1), pages 113-127, February.
    • Handle: RePEc:eee:eurman:v:18:y:2000:i:1:p:113-127
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    Citations

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    Cited by:

    1. Madsen, Dag Øivind & Stenheim, Tonny, 2014. "Balansert målstyring: En kort oversikt over forskningslitteraturen [The Balanced Scorecard: A brief overview of the research literature]," MPRA Paper 65991, University Library of Munich, Germany.
    2. Natalia Semenova, 2021. "Management control systems in response to social and environmental risk in large Nordic companies," International Journal of Corporate Social Responsibility, Springer, vol. 6(1), pages 1-11, December.
    3. Maritana Sedysheva, 2011. "Building High Performance Strategy of Military Expenditures: The Utility Function in the Middle of Defence Budgeting," Annals of the University of Petrosani, Economics, University of Petrosani, Romania, vol. 11(4), pages 271-286.
    4. Agostino, Deborah & Arnaboldi, Michela, 2012. "Design issues in Balanced Scorecards: The “what” and “how” of control," European Management Journal, Elsevier, vol. 30(4), pages 327-339.
    5. Armelle Godener & Marianela Fornerino & Daniel Ray, 2008. "La satisfaction des utilisateurs du contrôle de gestion et leur performance managériale," Grenoble Ecole de Management (Post-Print) halshs-00525349, HAL.
    6. Dag Madsen & Kåre Slåtten, 2013. "The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries," Administrative Sciences, MDPI, vol. 3(3), pages 1-33, August.
    7. Yaser Saleh Al Frijat, 2018. "Activating Balanced Scorecard Importance as a Way to Improve the Accounting Education in Jordanian Universities," International Business Research, Canadian Center of Science and Education, vol. 11(9), pages 66-78, September.
    8. Eric Cauvin & Pierre-Laurent Bescos, 2005. "Les déterminants du choix des indicateurs dans les tableaux de bord des entreprises françaises:une étude empirique," Revue Finance Contrôle Stratégie, revues.org, vol. 8(1), pages 5-25, March.
    9. Mohamed A. K. Basuony, 2014. "The Balanced Scorecard in Large Firms and SMEs: A Critique of the Nature, Value and Application," Accounting and Finance Research, Sciedu Press, vol. 3(2), pages 1-14, May.
    10. Kourtit, K. & Waal, A. de, 2009. "Strategic performance management in practice: advantages, disadvantages and reasons for use," Serie Research Memoranda 0019, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    11. Kourtit, K. & Waal, A. de & Nijkamp, P., 2009. "Strategic Performance Management and Creative Industry," Serie Research Memoranda 0020, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    12. Armelle Godener & Marianela Fornerino & Daniel Ray, 2008. "La satisfaction des utilisateurs du contrôle de gestion et leur performance managériale," Post-Print halshs-00525349, HAL.
    13. Waal, A. de & Nijkamp, P. & Kourtit, K., 2009. "The relationship between the level of completeness of a strategic performance management system and perceived advantages and disadvantages," Serie Research Memoranda 0015, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    14. Elliot, Viktor, 2018. "Funds Transfer Pricing in Swedish Savings Banks: An Exploratory Survey," Scandinavian Journal of Management, Elsevier, vol. 34(3), pages 289-302.
    15. Schmitz, J. & Platts, K. W., 2004. "Supplier logistics performance measurement: Indications from a study in the automotive industry," International Journal of Production Economics, Elsevier, vol. 89(2), pages 231-243, May.
    16. Suresh Cuganesan, 2005. "A Case Study on Organisational Performance Measurement Systems for Customer Intimacy," Australian Accounting Review, CPA Australia, vol. 15(35), pages 52-61, March.
    17. Sandra Cohen & Dimitris Thiraios & Myrto Kandilorou, 2008. "Performance parameters interrelations from a balanced scorecard perspective: An analysis of Greek companies," Managerial Auditing Journal, Emerald Group Publishing, vol. 23(5), pages 485-503, May.

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