Conceptual Foundations of the Balanced Scorecard

By Robert S. Kaplan. 2010

749 citations recorded by the source corpus.

David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the world, we extended and broadened the concept into a management tool for describing, communicating and implementing strategy. This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/5bcf899c872a31c56b950158da51a23c679228ce

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In Management Information Systems

Citations in the corpus

Impact of business analytics and enterprise systems on managerial accounting (2017, background): “As Kaplan (2009) points out, to di ﬀ erentiate from their competitors, companies need to express objectives for the value proposition they o ﬀ ered to the customers.”
Aligning AI Optimization to Community Well-Being (2020, background): “More sophisticated descriptions try to account for the creation of various types of long-term value, such as the balanced scorecard (Kaplan 2009) and sustainability accounting (Richardson 2013), both of which describe various non-financial metrics that are intended to be optimized.”
“Our Most Important Asset” (2014, background): “Some companies such as General Electric have a history of utilizing nonfinancial employee metrics such as management development and employee engagement (Kaplan, 2010).”
Assessing the Effect of Financial Literacy Among Managers on the Performance of Small-Scale Enterprises (2020, methodology): “The adoption of financial and non-financial measures aligns with the stakeholder theory, which favours the multi-dimensional approach for firm performance measurement as that will satisfy the various stakeholders who have stake or can influence the firm’s performance (Kaplan, 2009, p. 14). With refe”