Performance effects of using the Balanced Scorecard: a note on the Dutch experience

By Geert Braam, Edwin J. Nijssen. 2004

311 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5fba586fca38acc329a945b65a6f0b8e528c4f93

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Ricardo Malagueño
2. Monica Franco-Santos
3. Johnny Lind
4. B. Andersen
5. Umit Sezer Bititci
6. Ivo Hristov
7. Mike Bourne
8. A. Chirico

In Management Information Systems

1. Umit Sezer Bititci
2. Patrizia Garengo
3. Ken W. Platts
4. Sai S. Nudurupati
5. Monica Franco-Santos
6. B. Andersen
7. Jutta Mathilde Tobias Mortlock
8. Steven A. Melnyk

In Strategy and Management

1. Patrizia Garengo
2. Ricardo Malagueño
3. Monica Franco-Santos
4. Johnny Lind
5. Umit Sezer Bititci
6. Ivo Hristov
7. Mike Bourne
8. A. Chirico

Citations in the corpus

• The impact of the corporate balanced scorecard on corporate control—A research note (2010, methodology): “This is reinforced by case studies on BSC applications in the US, U.K., Finland, Denmark, Sweden, Australia and The Netherlands (Andon et al., 2007; Braam and Nijssen, 2004; Bukh et al., 2000; Kasurinen, 2002; Malina and Selto, 2001; Olve et al., 1999, 2003; Toumela, 2005).”
• The Role of Sustainability Key Performance Indicators (KPIs) in Implementing Sustainable Strategies (2019, methodology): “This tool aims to integrate all business levels inside the company, translating strategies into goals and specific KPIs [17,18].”
• Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “, 2009), with the exception of the work of Braam and Nijssen (2004), which shows mixed effects, and Perera et al.”
• Is performance measurement and management fit for the future? (2014, background): “Yet Braam and Nijssen (2004) noted that unless the balanced scorecard is aligned well with business strategy, the result is a deterioration in financial performance.”
• Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, background): “…studies that have examined how SPMS influnce performance have tended to focus on the role of SPMS n communicating the pre-defined intended strategies of a rm and facilitating their implementation (Atkinson, 2006; raam and Nijssen, 2004; Kaplan and Norton, 2000, 2004; urby and Gould, 2005).”
• Dynamics of performance measurement and organizational culture (2006, background): “Others suggest that the impact of performance measurement is contingent upon the way they are used (Braam and Nijssen, 2004).”