Practitioners' Opinions on Academics' Critics on the Balanced Scorecard
Diogo Santiago da Silva Pessanha
affiliation not provided to SSRN
Institute of Economics, Federal University of Rio de Janeiro
This article presents a survey on the critics to the Balanced Scorecard (BSC) implementation in private organizations and the opinion of Brazilian executives from three different enterprises about these critics. As for Kaplan and Norton (1997) proposal, some outlines were not followed by the interviewed companies, such as the broad communication of BSC to employees and the budget process integration (still prevailing) to the strategic planning. The analysis of the model's critiques led to the elaboration of 18 questions. This questionnaire is a useful management tool that can be applied by both practitioners and researchers to access and/or compare the BSC implementation in different organizations. The managers agreed with at least one third of these critics. For instance, interviewees agree that cause-and-effect linear relation tends to simplify reality. Also, financial measures are still more important than those non-financial. As the major explanation for the BSC implementation is exactly to reduce the emphasis on the assistance of financial measures, this issue will continue to be discussed.
Number of Pages in PDF File: 27
Keywords: Balanced Scorecard, strategy implementation, management control systems, performance measurement, accounting systems
JEL Classification: M00, M10, M40, M41working papers series
Date posted: February 17, 2008
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