The Balanced Scorecard: The Effects of Feedback on Performance Evaluation

Expertons and uncertain averaging operators versus correlational approaches

“…Additionally, the low relation in this study could be explained because of the difficulties of giving a nominal and operational definition of this variable (Cameron, 1986;Richard et al, 2009). In this sense, the use of BSC could not only assume the weaknesses related with its capacity to compare companies with each other (Richard et al, 2009) but also could be affected by the difficulty of what is evaluated at the individual level as a performance appraisal (Kang and Fredin, 2012). Another plausible explanation could be found in the methodology based on the correlational approach, which assumes that the data are unambiguous and clearly known (Merigó, 2011b).…”

“…One of the most influential frameworks to assess effectiveness is the balanced scorecard (BSC) (Evans, 2004). The BSC is designed to provide companies with a measureable roadmap so that they may know if they are achieving their goals (Kang and Fredin, 2012). Thus, with the use of the BSC, companies define their strategic objectives and arrange them on a map according to the four perspectives: financial, customers, internal processes and growth and learning Norton, 1992, 2004).…”