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- W2111773740 abstract "Despite the fact that academics and management accountants have demonstrated a considerable interest in the Balanced Scorecard (BSC), we still know little about how to implement effectively this comprehensive performance measurement and management tool. This paper examines factors that affect BSC adoption, drawing on Rogers’ framework of organizational innovativeness (1995) and distinguishing between the BSC as a performance measurement system (Kaplan and Norton, 1992) and as a strategic management system (Kaplan and Norton, 1996, 2001, 2006). Using empirical evidence from 40 Dutch companies, the regression analyses performed indicate that certain factors (e.g. top management involvement, influence o f the finance department) play a significant role in the adoption of both types of BSC, while other factors are significant only for BSC as a strategic management system (i.e. top management involvement combined with high levels of centralization and extensive interdepartmental communication positively affect BSC adoption as a strategic management system, while formalization may hinder this type o f adoption). Finally, there are some factors (e.g. centralization and product-market dynamics) that do not influence either type o f BSC adoption. We discuss these findings and their managerial implications. Direct correspondence to Geert Braam, Department of Economics, Radboud University P.O. Box 9108, 6500 HK, Nijmegen, The Netherlands. Phone +31 24 3613086; E-mail g. braam@fm. ru. nl" @default.
- W2111773740 created "2016-06-24" @default.
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- W2111773740 date "2008-01-01" @default.
- W2111773740 modified "2023-09-23" @default.
- W2111773740 title "Exploring the antecedents of Balanced Scorecard adoption as a performance measurement and strategic management system" @default.
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