Construct · 1 fields · 3 citations

balanced scorecard: a standalone construct

One name. One construct. A landmark on the map.

● anchor · a standalone construct Nearest construct by meaningachievement goalscompare the meanings
How to read this

Every construct on the map is compared with every other by the meaning of its definitions, and the closest one is surfaced here. The nearest construct to balanced scorecard is achievement goals.

Hold this as a prompt, not a verdict. Two constructs sitting close in meaning is a reason to read them side by side and decide for yourself whether they are one idea under two names. It is not proof that they are. Compare the meanings in the Collider.

balancedscorecard1 CONSTRUCTBalanced scorecardKAPLAN & NORTON · BSC

A single standalone construct; nearby constructs are located against it in the Collider. Tap a field for its definition, unit, and measures.

Management and Accounting

A multi-perspective framework for measuring organisational performance

Robert Kaplan and David Norton introduced the balanced scorecard in a 1992 Harvard Business Review article and developed it fully in their 1996 book The Balanced Scorecard: Translating Strategy Into Action. It is a framework for measuring how an organisation is performing by tracking four linked perspectives rather than financial results alone: the financial perspective (returns to owners), the customer perspective (how customers see the firm), the internal business process perspective (the activities the firm must do well), and the learning and growth perspective (the people, systems, and capabilities that sustain the others). Kaplan and Norton argued that financial figures report past outcomes, so managers pair them with the operational and human measures that drive future results, and they connect the four perspectives in a chain of cause and effect that ties day to day activity to strategy. In later work the scorecard was extended into a strategy map, a diagram that lays out those cause and effect links, and into a system for communicating and managing strategy across a whole organisation. What makes it a landmark is its reach: it is one of the most widely adopted performance measurement and strategic management frameworks in business, taught across accounting, management, and public administration and applied in firms, governments, and non-profits.[1][2][3]

Unit
A performance measurement and management framework organised around four linked perspectives
Recovery means
Not applicable
Measured by
Operationalised as a set of objectives, measures, targets, and initiatives defined for each of the four perspectives, often linked in a strategy map

Next

Run it through the Collider, or take the citations with you.

See how balanced scorecard sits against neighbouring constructs in the Collider, or export every reference on this page in one click.

Open in ColliderExport BibTeXReport this entry

Nearby constructs

strategy4 fields · 4 citationsjingle · one word, four constructsperformance6 fields · 8 citationsjingle · one word, five performancesaction3 fields · 6 citationsjingle · one word, three constructs

References

  1. Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
  2. Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business School Press.
  3. Kaplan, R. S. (2009). Conceptual foundations of the balanced scorecard. In Handbooks of Management Accounting Research (Vol. 3, pp. 1253–1269). Elsevier. https://doi.org/10.1016/S1751-3243(07)03003-9

Cited on this page?

Confirm your construct, or correct us.

If your work is cited behind one of these entries, you know better than we do whether we captured the meaning right. Confirm it, suggest an edit, or dispute it, and your name goes on the entry as an author who has checked it, linked to your ORCID.

Claim your construct