This article focuses on the sustainability balanced scorecard (SBSC) as a performance
measurement and management control tool that can play an essential role in driving …

Purpose–This paper aims to examine the use of the balanced scorecard (BSC) as a
performance management tool in the public sector. Drawing on a New Zealand study of …

This paper examines how strategic performance measurement systems (SPMS) influence
organisational performance through the shaping of the strategic agendas and strategic …

This paper identifies the gaps in previously proposed enterprise innovation performance
measurement schemes vis-à-vis today׳ s enterprise needs and proffers a process based …

The Balanced Scorecard (BSC) is a widely adopted performance management framework
first introduced in the early 1990s. More recently, it has been proposed as the basic for a …

Purpose–The balanced scorecard (BSC), first created by Kaplan and Norton in 1992, has
been developed over the last 20 years, resulting in numerous iterations. There is currently …

Based on the levers of control (LoC) framework and contingency theory, this study examines
the relationships among the sophistication of a firm's performance measurement system …

In view of the increasing sophistication of small and medium-sized enterprises (SMEs) and
their importance for global economies, the purpose of this paper is to provide …

Purpose–The aim of this paper is to debate various critical issues in the implementation and
use of the balanced scorecard (BSC) as a management control tool. Because there is no self …

The paper explores the adoption of the corporate balanced scorecard (CBSC) and its impact
on corporate control of business units. Following interviews with senior corporate managers …