The Balanced Scorecard (BSC) is today one of the most used management tools in organizations. The model, originally proposed as a performance measurement management system, evolved to be used as a strategic management system, which has the capacity to promote the alignment of all levels and areas of the company. The degree of maturity in adopting the BSC can be assessed based on the development of the use of the tool, where Level I indicates the initial moment, evolving to Levels II and III. Institutional Theory addresses how organizations adopt practices that are homogeneous with those in force in their environment in search of legitimacy. Within Institutional Theory, isomorphism explains how these practices are legitimized through environmental pressures characterized as isomorphism: mimetic, coercive and normative. The Manaus Industrial Pole (PIM), created based on a tax policy different from the rest of Brazil, generated in 2019 revenues of R$ 104.72 billion, employing 500 thousand people, being a strong vector in the development of technologies for the State of Amazonas. In the current literature, there is a small number of researches carried out on the use of the BSC and Institutional Theory in countries considered to be developing, such as Brazil. Given this context, the research question was defined as: "What is the relationship between the organizational environment and the adoption of the Balanced Scorecard by organizations?". The objective is to analyze the influence of institutional isomorphism in the adoption of the Balanced Scorecard in PIM companies. As proof that the PIM model is capable of creating a differentiated environment, it should be noted that the industrial sector in the State of Amazonas represents 34.2% of the Gross Domestic Product (GDP), the largest proportionate share compared to other states in Brazil. The present research is a survey, having as population the 461 companies present in the PIM and a sample of 77 responses to the questionnaire sent by email. A quantitative approach was used in the preparation of results and data analysis, using techniques such as descriptive statistics, Spearman correlation and Kruskal-Wallis test. The results confirmed the influence of institutional isomorphism in the adoption of the BSC in the PIM companies, highlighting as the main motivators of this influence: seeking to reduce uncertainties in decision-making, interaction with stakeholders, use of benchmarking, governmental pressures, formation of partnerships and performance of associative entities. The research findings demonstrate the reasons for the influence of isomorphism in the decision of managers when adopting the BSC as a strategic management tool, and point to contributions such as the replication and comparison of research methods in an environment little explored by scientific studies, the case of PIM, and a better understanding of how Institutional Theory can be used as a tool to help understand organizational change and the social context in which PIM companies find themselves.