Researching the Effectiveness of the Balanced Scorecard by Using the Process Perspective – A Research Proposition

The Balanced Scorecard (BSC) was introduced to the general public by Kaplan and Norton in 1992. Over the last two decades, it has evolved from an improved Performance Measurement System to a Comprehensive Performance Management System. Its use has spread globally and it has become an important constituent in modern management practices. Yet, it has delivered mixed results to the organizations adopting it. Researchers are still trying to uncover the reasons for this and develop a better understanding on how to improve the effectiveness of adopting the BSC. This article describes how applying the proper ‘research process perspective' could lead to a better understanding. It establishes the premise that the decision to adopt the BSC by an organization is a strategic decision. It further develops the proposition that the insights from research on strategic decision making processes can be utilized to evaluate the actual processes used in adopting the BSC. It is suggested that research based on these propositions could help to uncover some of the relevant factors involved in improving the effectiveness of the BSC. This paper first looks at the importance of BSC in the contemporary business environment, then looks at the problem with the outcome of the adoption of the BSC and finally proposes using insights from the strategy decision making process in tackling this problem. It ends with the Research Hypotheses