Researching the Effectiveness of the Balanced Scorecard by Using the Process Perspective (2) : The BSC Process Model and Descriptive Analysis of a Survey of BSC Users in India

The first part of a research proposal for researching the effectiveness of the Balanced Scorecard (BSC) based on using the process perspective was developed in an earlier article ('http://ssrn.com/abstract=2368919' http://ssrn.com/abstract=2368919). It had described how applying a ‘process' perspective, instead of a ‘variance' perspective, could lead to a better understanding of the underlying mechanisms that give rise to the variable consequences on the adoption of the BSC. It had developed the proposals for some research hypotheses to be tested. This article develops the BSC Process Model based on these ‘process perspectives', describes how to operationalize the constructs in the Model and the design of a Questionnaire to test these Hypotheses. It then describes the result of a survey of users of BSC in India and draws some conclusions based on the findings (the ‘how's and ‘why's of variable consequences). The factors identified include poor motivation for using the BSC, lack of belief in Consultants, lack of understanding of causality amongst measures used, lack of use of incentive schemes based on BSC and the neglect of national culture. A third article will describe how by applying the PLS-SEM approach some of the relevant processes and factors involved in ‘how to' improve the effectiveness of the BSC can be uncovered