The Balanced Scorecard : Slogans, Seduction, and State of Play

Claims and evidence concerning the balanced scorecard (BSC) from the research literature are outlined, integrating current thinking about its substantive content and assumptions, strategic alignment, implementation issues, judgment and decision-making, organizational performance, compensation plans, and comparisons to other performance-measurement practices. Despite the appeal of this approach to performance measurement - the claims of balance, strategic alignment, focus and cause-and-effect connections to financial results - the practice of the BSC is diverse and problematic in its accomplishment. The embedding of this global technology in local situations assumes many different forms, reflecting the language, culture, priorities and processes resident in its translations. Moreover, these localizations are not achieved easily, requiring considerable experimentation. Substantial thought and action is required to make the BSC work: perspectives, performance measures and credible causal linkages must be constructed