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This study investigates the appropriateness of using publication of an article in a top (specifically, top five) management journal as a proxy for its quality. Social Science Citation Index citation counts were collected over 7-year event windows for articles published in 34 management journals in 1993 and 1996. Overall, the authors found that articles published in the five journals most often considered to be the top ones in management tend to be cited more often than ones published in the other journals. Far more important, however, across three different criteria for placing articles into top versus non-top categories, there were substantial classification errors from using journal ranking as a proxy for quality. This finding suggests that both administrators and the management discipline will be well served by efforts to evaluate each article on its own merits rather than abdicate this responsibility by using journal ranking as a proxy for quality.

The balanced scorecard (BSC) is increasingly being adopted by firms in the corporate sector, with some studies estimating that more than 40% of the Fortune 100 companies will implement the BSC by 2001. Analogous to the instrument panel of a plane, the BSC provides management with a holistic view of what is happening inside and outside the organization. A well-designed BSC can help management to translate the organization's mission into goals, actions and performance measures, align individual and organizational goals, and measure/guide progress towards goal attainment. However, the BSC is not without its share of pitfalls and problems. This article discusses how hospitality establishments also can reap the benefits from implementing the BSC while avoiding its pitfalls. We provide an overview of the nature of the BSC, and review two case studies from the hospitality industry. Findings from discussions with hotel general managers also are reported. These managers strongly support the potential usefulness of the BSC in their industry. Then we draw on Martha S.

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