Making a balanced scorecard program a success: Beyond the measure‐selection process

Albright, Tom; Burgess, Christopher M.; Davis, Stan; Juras, Paul E.

doi:10.1002/jcaf.20310

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The Link Between Multi-perspective Performance Reporting Sys1

Characteristics Of Successful Scorecard Implementations1

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2011

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“…This approach controls for sector (industry) performance differences. Albright et al (2007) support this argument.…”

Section: The Link Between Multi-perspective Performance Reporting Sysmentioning

confidence: 84%

Multi-Perspective Performance Reporting Systems, Continuous Improvement Systems and Organisational Performance

Iselin

Sands

Mia

2011

Journal of General Management

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The use of multi-perspective performance reporting systems (MPRS) such as the balanced scorecard (BSC), is widespread. This study's motivation comes from the importance of these systems and the lack of knowledge about them. Continuous improvement systems (CIS) are another management innovation. CIS constantly look for ways to improve performance and are used in conjunction with performance reporting systems. The research objectives were to study MPRS users and discover whether the use of CIS improved organisational performance. It was found that the use of CIS by MPRS users was positively associated with performance. The implications of these findings for managers were considered.

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“…This approach controls for sector (industry) performance differences. Albright et al (2007) support this argument.…”

Section: The Link Between Multi-perspective Performance Reporting Sysmentioning

confidence: 84%

Multi-Perspective Performance Reporting Systems, Continuous Improvement Systems and Organisational Performance

Iselin

Sands

Mia

2011

Journal of General Management

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“…Our experience suggests that successful implementations of the balanced scorecard include five elements (Albright, Burgess, Davis, & Juras, 2007): 1. Fairness, or equality, in the assessment process.…”

Section: Characteristics Of Successful Scorecard Implementationsmentioning

confidence: 99%

How to transition from assessing performance to enhancing performance with balanced scorecard goal action plans

Albright

Burgess

Hibbets

et al. 2010

J Corp Accounting Finance

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A strategic management support architecture: integration of the balanced scorecard and enterprise resource planning

Wong

Chiang

McLeod

2009

IJBIS

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Making a balanced scorecard program a success: Beyond the measure‐selection process

Abstract: fe a t u r e a r t i c l e 65

Cited by 3 publications

References 1 publication

Multi-Perspective Performance Reporting Systems, Continuous Improvement Systems and Organisational Performance

Multi-Perspective Performance Reporting Systems, Continuous Improvement Systems and Organisational Performance

How to transition from assessing performance to enhancing performance with balanced scorecard goal action plans

A strategic management support architecture: integration of the balanced scorecard and enterprise resource planning

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