Purpose - To show how three practices normally applied separately can be linked to support the strategy evaluation and the performance measurement in the balanced scorecard. Recent studies, e.g. Kaplan and Norton [Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, July-August, 2007], provide evidence that companies fail to see the possible benefits of combining and integrating several accounting practices into a single framework. Design/methodology/approach - We use a System Dynamics Modelling approach to the BSC-thinking. The BSC model includes the five classical perspectives and a number of financial measures, including EVA, and non-financial measures pertaining to management accounting and the lean thinking.
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2nd International City Break Conference on Business and Economic Research, 2008