Performance parameters interrelations from a balanced scorecard perspective
Purpose - The proponents of balanced scorecard (BSc) claim that lead factors interrelate and their improvement ultimately leads to increased financial performance. The purpose of this paper is to use the underlying hypotheses of BSc in order to assess whether improvements that relate to learning and growth, internal processes and customers actually contribute to alterations of reported financial performance. Design/methodology/approach - A structured questionnaire was used and data were gathered from 90 leading Greek companies in relation to the progress they have experienced during a three-year period regarding various activities that can be broadly classified as aspects of the three qualitative perspectives of BSc (i.e. the learning and growth perspective, the internal business and production process perspective, and the customer perspective). Published financial data were used in order to calculate several financial ratios for all sample firms for the same time period. Findings - The empirical data verified the underlying theoretical hypothesis of BSc that lead BSc perspectives are positively correlated with one an: other at a statistically significant level in a sequential way. However, within a given perspective not all measures exhibit homogeneous behaviour in terms of statistical significance. Supportive evidence was also found that the companies that have improved their return on equity (ROE) and return on assets (ROA) during the analysis period have increased their efforts towards aspects that characterize the learning and growth perspective more than the companies whose ROE and ROA values decreased. Originality/value - The innovative dimension of this research work relies mainly on the fact that the BSc framework was used as a general structured model in order to assess the relationships between non-financial parameters and financial performance. Thus, conclusions are not restricted only to companies that actually apply BSc.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 23 (2008)
Issue (Month): 5 (May)
|Contact details of provider:|| Web page: http://www.emeraldinsight.com|
|Order Information:|| Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK|
Web: http://emeraldgrouppublishing.com/products/journals/journals.htm?id=maj Email:
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Kald, Magnus & Nilsson, Fredrik, 2000. "Performance measurement at Nordic companies," European Management Journal, Elsevier, vol. 18(1), pages 113-127, February.
- Chenhall, Robert H., 2005. "Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study," Accounting, Organizations and Society, Elsevier, vol. 30(5), pages 395-422, July.
- Véronique Malleret & Annick Bourguignon & Hanne Norreklit, 2004. "The American balanced scorecard versus the French tableau de bord : the ideological dimension," Post-Print hal-00486648, HAL.
When requesting a correction, please mention this item's handle: RePEc:eme:majpps:v:23:y:2008:i:5:p:485-503. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Virginia Chapman)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.