The Balanced ScoreCard (BSC) has achieved great attention in Denmark by now but no large surveys exists concerning motives for implementing BSC in Denmark. A questionnaire survey of 53 respondents from Danish medium-size and large manufacturing companies showed that areas such as 'strategy work', 'communica-tion', 'early warning', 'nature of target figures', 'focusing' and 'causality' are the most important aspects when a company considers the implementation of BSC. The main objective of a BSC is that the company can translate vision and strategy into operational terms - from management level and down to day-to-day level. The level of knowledge appears to be high, about 80%, whereas less than 20% give high priority to BSC. Besides, we have tested significance relations between the level of priority, usage, suitability of current system and the need for BSC. Compared to the results in other international studies we found that Danish companies seem to be at an initial phase of implementing BSC.
International Journal of Accounting, Auditing and Performance Evaluation, 2004, Issue 2, p. 103-124
Balanced Scorecard; Modern Performance Models; Non-financial Performance; Chain-of-cause-and-effect; HHÅ forskning