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What has been said, and what remains to be said, about the balanced scorecard?

Author

Listed:
  • Lucia Clara Banchieri

    (Department of Business Administration Universitat Rovira i Virgili, Reus, Spain)

  • Fernando Campa Planas

    (Department of Business Administration Universitat Rovira i Virgili, Reus, Spain)

  • Maria Victoria Sanchez Rebull

    (Department of Business Administration Universitat Rovira i Virgili, Reus, Spain)

Abstract

The aim of this study is to address the paradox that while the Balanced Scorecard (BSC) tool enjoys widespread penetration in the corporate world, at a theoretical level it has received many and varied criticisms. The hypothesis is that the BSC is based on a solid theoretical model that is applicable to companies. This hypothesis is analysed by means of a literature review. This review has been done over 955 documents containing the same expression related to BSC in the ISI database. Finally, after some filter criteria, 309 articles have been analyzed. The conclusion of the study is that the assumed hypothesis has been confirmed. The BSC is a model that has evolved and been honed over the years to the point where it currently has a solid and applicable theoretical foundation, which is made possible by implementing it in various sectors and countries. However, there are still some questionable aspects with regard to certain elements of the model (perspectives, indicators and cause and effect relationship).

Suggested Citation

  • Lucia Clara Banchieri & Fernando Campa Planas & Maria Victoria Sanchez Rebull, 2011. "What has been said, and what remains to be said, about the balanced scorecard?," Zbornik radova Ekonomskog fakulteta u Rijeci/Proceedings of Rijeka Faculty of Economics, University of Rijeka, Faculty of Economics and Business, vol. 29(1), pages 155-192.
    • Handle: RePEc:rfe:zbefri:v:29:y:2011:i:1:p:155-192
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    References listed on IDEAS

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    1. Fabien De Geuser & Stella Mooraj & Daniel Oyon, 2009. "Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance," European Accounting Review, Taylor & Francis Journals, vol. 18(1), pages 93-122.
    2. M Wisniewski & A Dickson, 2001. "Measuring performance in Dumfries and Galloway Constabulary with the Balanced Scorecard," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 52(10), pages 1057-1066, October.
    3. Mooraj, Stella & Oyon, Daniel & Hostettler, Didier, 1999. "The balanced scorecard: a necessary good or an unnecessary evil?," European Management Journal, Elsevier, vol. 17(5), pages 481-491, October.
    4. David Naranjo-Gil & Victor Maas & Frank Hartmann, 2009. "How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects," European Accounting Review, Taylor & Francis Journals, vol. 18(4), pages 667-695.
    5. H A Akkermans & K E van Oorschot, 2005. "Relevance assumed: a case study of balanced scorecard development using system dynamics," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 56(8), pages 931-941, August.
    6. Hsin Hsin Chang, 2009. "An empirical study of evaluating supply chain management integration using the balanced scorecard in Taiwan," The Service Industries Journal, Taylor & Francis Journals, vol. 29(2), pages 185-202, February.
    7. Claudine Umashev & Roger Willett, 2008. "Challenges to Implementing Strategic Performance Measurement Systems in Multi‐Objective Organizations: The Case of a Large Local Government Authority," Abacus, Accounting Foundation, University of Sydney, vol. 44(4), pages 377-398, December.
    8. Poli, Patricia M. & Scheraga, Carl A., 2003. "A Balanced Scorecard Framework for Assessing LTL Motor Carrier Quality Performance," Journal of the Transportation Research Forum, Transportation Research Forum, vol. 42(3).
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    1. Dag Øivind Madsen & Blerim Azizi & Albert Rushiti & Tonny Stenheim, 2019. "The Diffusion and Implementation of the Balanced Scorecard in the Norwegian Municipality Sector: A Descriptive Analysis," Social Sciences, MDPI, vol. 8(5), pages 1-31, May.
    2. Enrique Jiménez-Rodríguez & José Manuel Feria-Domínguez & Alonso Sebastián-Lacave, 2018. "Assessing the Health-Care Risk: The Clinical-VaR, a Key Indicator for Sound Management," IJERPH, MDPI, vol. 15(4), pages 1-17, March.
    3. 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.

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    More about this item

    Keywords

    balanced scorecard applicability; literature review; critical analysis;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M40 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Accounting - - - General

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