Skip to main content

Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I

Item

Title
Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I
Abstract/Description
Several years ago we introduced the Balanced scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short-term performance (Porter 1992; AICPA 1994). The Balanced Scorecard approach retains measures of financial performance-the lagging outcome indicators-but supplements these with measures
on the drivers, the lead indicators, of future financial performance.
Author/creator
Kaplan, Robert S.
Norton, David P.
Date
2001
In publication
Accounting Horizons
Volume
15
Issue
1
Pages
87-104
Resource type
en Research/Scholarly Media
Resource status/form
en Published Text
Scholarship genre
en Synthesis/Overview
Open access/full-text available
en No
Peer reviewed
en Yes
ISSN
0888-7993
DOI
10.2308/acch.2001.15.1.87
URL
Official Publisher's Webpage (American Accounting Association)
Citation
Kaplan, R. S., & Norton, D. P. (2001). Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 15(1), 87–104. https://doi.org/10.2308/acch.2001.15.1.87
Cited in
Cross-Sector Research on Continuous Learning and Improvement
Abbreviation
Accounting Horizons
Item sets
OB Citations - Cross-Sector Research on Learning and Improvement

Export

Comments

No comment yet! Be the first to add one!

I agree with terms of use and I accept to free my contribution under the licence CC BY-SA.

New Tags

I agree with terms of use and I accept to free my contribution under the licence CC BY-SA.