Saturday, 1 April 2017

Mind mapping the topic of balanced scorecard (BSC)

Mind mapping the topic of balanced scorecard (BSC)



Joseph Kim-keung Ho
Independent Trainer
Hong Kong, China


Abstract: The topic of balanced scorecard (BSC) is a main one in Strategic Management. This article makes use of the mind mapping-based literature review (MMBLR) approach to render an image on the knowledge structure of balanced scorecard. The finding of the review exercise is that its knowledge structure comprises four main themes, i.e., (a) Descriptions of basic concepts and information (b) Major underlying theories and thinking, (c) Main research topics and issues, and (d) Major trends and issues related to practices. There is also a set of key concepts identified from the balanced scorecard literature review. The article offers some academic and pedagogical values on the topics of balanced scorecard, literature review and the mind mapping-based literature review (MMBLR) approach.
Key words: Balanced scorecard, literature review, mind map, the mind mapping-based literature review (MMBLR) approach



Introduction
Balanced scorecard (BSC) is a main topic in Strategic Management. It is of academic and pedagogical interest to the writer who has been a lecturer on Strategic Management for some tertiary education centres in Hong Kong. In this article, the writer presents his literature review findings on balanced scorecard using the mind mapping-based literature review (MMBLR) approach. This approach was proposed by this writer in 2016 and has been employed to review the literature on a number of topics, such as supply chain management, strategic management accounting and customer relationship management (Ho, 2016). The MMBLR approach itself is not particularly novel since mind mapping has been employed in literature review since its inception. The overall aims of this exercise are to:
1.      Render an image of the knowledge structure of balanced scorecard via the application of the MMBLR approach;
2.      Illustrate how the MMBLR approach can be applied in literature review on an academic topic, such as balanced scorecard.
The findings from this literature review exercise offer academic and pedagogical values to those who are interested in the topics of balanced scorecard, literature review and the MMBLR approach. Other than that, this exercise facilitates this writer’s intellectual learning on these three topics. The next section makes a brief introduction on the MMBLR approach. After that, an account of how it is applied to study balanced scorecard is presented.

On mind mapping-based literature review
The mind mapping-based literature review (MMBLR) approach was developed by this writer in 2016 (Ho, 2016). It makes use of mind mapping as a complementary literature review exercise (see the Literature on mind mapping Facebook page and the Literature on literature review Facebook page). The approach is made up of two steps. Step 1 is a thematic analysis on the literature of the topic chosen for study. Step 2 makes use of the findings from step 1 to produce a complementary mind map. The MMBLR approach is a relatively straightforward and brief exercise. The approach is not particularly original since the idea of using mind maps in literature review has been well recognized in the mind mapping literature. The MMBLR approach is also an interpretive exercise in the sense that different reviewers with different research interest and intellectual background inevitably will select different ideas, facts and findings in their thematic analysis (i.e., step 1 of the MMBLR approach). Also, to conduct the approach, the reviewer needs to perform a literature search beforehand. Apparently, what a reviewer gathers from a literature search depends on what library facility, including e-library, is available to the reviewer. The next section presents the findings from the MMBLR approach step 1; afterward, a companion mind map is provided based on the MMBLR approach step 1 findings.

Mind mapping-based literature review on balanced scorecard (BSC): step 1 findings
Step 1 of the MMBLR approach is a thematic analysis on the literature of the topic under investigation (Ho, 2016). In our case, this is the balanced scorecard topic. The writer gathers some academic articles from some universities’ e-libraries as well as via the Google Scholar. With the academic articles collected, the writer conducted a literature review on them to assemble a set of ideas, viewpoints, concepts and findings (called points here). The points from the balanced scorecard literature are then grouped into four themes here. The key words in the quotations are bolded in order to highlight the key concepts involved.

Theme 1: Descriptions of basic concepts and information
Point 1.1.              "The balanced scorecard as developed by Kaplan and Norton is based on four basic concepts: 1. Managers should measure performance at the business unit level, ... 2. Establishing cause-and-effect relationships is core to developing an effective scorecard.....3. Both financial and nonfinancial measures are used in balanced scorecards. ... 4. The scorecard is used to disseminate corporate strategies throughout the organization" (Albright et al., 2011);
Point 1.2.              "The balanced scorecard approach generally groups strategic measures into one of the following: outcome or driver measures, financial or non-financial measures, and internal or external measures" (Gautreau and Kleiner, 2001);
Point 1.3.              "Robert Kaplan and David Norton originated the balanced scorecard approach in the 1980’s. .... The approach was an effort to achieve goal congruence amongst the various strategic measures within an organisation. It is a tool for focusing the organisation, improving communication, setting organisational objectives, and providing feedback on strategy" (Gautreau and Kleiner, 2001);
Point 1.4.              "The balanced scorecard (BSC) was originally introduced in response to performance measurement systems that relied exclusively on financial performance metrics. Rewarding performance based on these systems was thought to promote short-term decision making at the expense of long-term profitability. Originally, the balanced scorecard was a performance measurement system; however, it has evolved to include a significant strategic planning element" (Albright et al., 2011);
Point 1.5.              "It [BSC] is an action-oriented approach to business performance improvement ..., allowing for the appraisal of the integration of technology processes, marketing activities, and business performance, and it estimates the level of customer satisfaction by considering marketing feedback .... It reflects a customer-centric philosophy based on such aspects as customer knowledge, customer interaction, customer value, and customer satisfaction .... The BSC is a goal-oriented approach designed to advance business effectiveness through customer relationship management" (Hu, Yang and Islam, 2010);
Theme 2: Major underlying theories and thinking
Point 2.1.              "Kaplan and Norton ... developed the balanced scorecard approach to highlight the links between leading indicators as performance-driven factors (non-financial performance) and lagging indicators as results’ measurements (financial performance). Huang et al. ... also suggested that the cause-effect relationship of the balanced scorecard perspectives should be clearly linked to firm financial targets. However, no previous empirical studies have investigated the interrelationships among the four balanced scorecard perspectives in the context of KMO [knowledge management orientation] implementation" (Lin, 2015);
Point 2.2.              "The most important benefits of the BSC creation processes are: * They promote the systematic development of vision and strategy, and therefore the understanding of how things are going at all management levels. * They allow for the creation of the business model specifying the key success factors and their interrelation" (Ritter, 2003);
Point 2.3.              "....there are three implicit assumptions which – if not fulfilled – can result in discrepancies between mission and the BSC: 1. The official mission corresponds with the real mission. ..... 2. Mission and strategy are congruent. ..... 3. The strategy is described in all its details" (Ahn, 2005);
Point 2.4.              "...the balanced scorecard should be able to align departmental and personal goals to overall strategy" (Nørreklit, 2000);
Point 2.5.              "...the BSC can only ever reflect a strategy that is a set of hypotheses about causality, rather than a set of proven relationships. However, Bukh and Malmi ... also note that, ideally, organisations should attempt to validate their causality hypotheses when data become available" (Northcott and Smith, 2011);
Point 2.6.              "A BSC can be represented as a hierarchy of strategic goals to be derived from certain perspectives. Kaplan and Norton propose a financial perspective and a customer perspective as external viewpoints as well as a (business) process perspective and a learning and growth perspective as internal viewpoints. These four ‘‘standard perspectives’’ have two particular characteristics: on the one hand they are the basis for the desired balance between financial and non-financial strategic goals; on the other hand, they are connected by a causal relationship, describing a system of strategic goals which are linked together via cause-and-effect assumptions" (Ahn, 2005);
Point 2.7.           "...the transformational leadership of sale managers positively impacts the job satisfaction of sales associates and that the BSC could be used as a catalytic tool in monitoring and measuring the performance of the operation" (Hu, Yang and Islam, 2010);
Point 2.8.              "According to Malmi .... there are three different ways to utilize a BSC. First, it can be used to focus on management by objectives. Secondly, a BSC can be an information system. Finally, the BSC can be used to visualize the cause and effect relationships between different measures. ... if companies are already using a BSC framework, it can be easier to use the same familiar framework to implement environmental objectives and measures ...  the organization’s strategy should include components of environmental issues so that the BSC may be used for implementing the chosen strategy" (Länsiluoto and Järvenpää, 2010);
Point 2.9.              "Following the generic value chain model, Kaplan and Norton ... suggested that it was value creation efforts in the internal business process that had the greatest impact on customer satisfaction" (Hu, Yang and Islam, 2010);
Point 2.10.         "Kaplan and Norton’s ... BSC construct is a management tool that, when correctly understood and properly implemented: . clearly communicates the organization’s strategy to its employees; . allows employees to see how they contribute to the organization’s strategic goals by translating these goals into specific, measurable activities; . increases employees’ motivation by attaching well thought-out objectives and targets to performance measures and then pays incentives when reached; . enhances employees’ learning and accountability by measuring and providing feedback on their actions; and . enables managers to monitor and update their organizations’ strategies as their environments change" (Soderberg, 2011);
Point 2.11.         "The balanced scorecard requires that a company strategy be defined. The scorecard does not define the best strategy for a company to take. No system can do that; it is senior management’s responsibility and vision. The scorecard also cannot select the best measurements of strategy. That is also senior management’s responsibility as well as lower/middle management’s responsibility" (Gautreau and Kleiner, 2001);
Point 2.12.         "The BSC also addresses the measurement and management of tangible versus intangible assets. Examples of tangible assets include items such as inventory, property, plant and equipment .... while examples of intangible assets are ‘‘customer relationships, innovative products and services, high-quality and responsive operating processes, skills and knowledge of the workforce, the information technology that supports the workforce and links the firm to its customers and suppliers, and the organizational climate that encourages innovative problem-solving and improvement’’..." (Craig and Moores, 2010);
Point 2.13.         "The unique mix of product, price, service, relationship, and image that the company offers, is at the core of any business strategy, and are introduced in the BSC via the customer perspective" (Craig and Moores, 2010);
Point 2.14.         "When using the BSC, the initial stage of the divide and conquer decision strategy is to use measures within a category to assess performance in that area (e.g. financial performance). Since the measures have been grouped together, the decision maker will be expecting and seeking relations between them .... If performance on these measures confirms this expectation (e.g. by indicating consistently good performance), the decision maker may reasonably reduce the decision weight placed on each individual measure due to perceived correlations (nonindependence) of the measures" (Lipe and Salterio, 2002);
Point 2.15.         "I believe that management needs to take on faith or fuzzy logic the linkage between the financial and non-financial sides of the scorecard. We do the non-financial things because it is the collective wisdom of the organization that they will improve our chances of success" (Schneiderman, 1999);
Point 2.16.         "Kaplan and Norton ... assume the following causal relationship: measures of organizational learning and growth ->measures of internal business processes->measures of the customer perspective -> financial measures" (Nørreklit, 2000);
Point 2.17.         "Kaplan and Norton ... suggest that the BSC should be used as an open reporting system. Open reporting system makes information available to all. Although, often individuals tend to hold information confidential to retain advantage, they argue that companies should attempt to break through such constraints" (Herath, Bremser and Birnberg, 2015);
Theme 3: Main research topics and issues
Point 3.1.              "According to Kaplan and Norton..., the BSC approach focuses on strategy and provides a broader control focus that contributes to manager orientation towards longer-term objectives, compensation, resource allocation, etc... TQM programs promote such a broader focus—the type of focus that many organisations are now working to accomplish, that is, cross-functional integration, customer supplier partnerships, global scale, continuous improvement, and teams rather than individual accountability" (Hoque, 2003);
Point 3.2.              "According to De Geuser, Mooraj, and Oyon ..., empirical research on the BSC can be categorized in three main topics: I. Studies examining the diffusion of the concept; II. Studies analyzing whether the BSC contributes to organizational performance (the ‘‘how much’’ question); III. Studies analyzing how the BSC contributes to organizational performance (the "how’’ question)" (Burkert, Davila and Oyon, 2010);
Point 3.3.              "Active participation in the BSC process by all stakeholders has been suggested in the recent literature .... Learning and feedback has been touted as an important component in the success of a BSC strategy. Kaplan and Norton ... argue that instead of a single feedback loop (reporting and control), strategy-focused firms use a double loop feedback that promotes a culture of teamwork and problem-solving around the strategy" (Herath, Bremser and Birnberg, 2015);
Point 3.4.              "Although proponents of the BSC claim that it is well suited for implementation of any strategy, of which TQM [Total Quality Management] is one example, I argue that a TQM firm needs a BSC-like performance management system if it desires to achieve continuous performance improvement" (Hoque, 2003);
Point 3.5.              "Bhagwat and Sharma ...suggested that it is more appropriate to use a balanced approach to measure and evaluate supply chain performance because the overall scenario and metrics are considered in a balanced approach, including such things as strategic, tactical, and operational levels, which include both financial and non-financial measures" (Chang, Hung, Wong and Lee, 2013);
Point 3.6.              "Epstein and Roy ... follow the Kaplan and Norton BSC framework very closely, simply substituting stakeholders’ satisfaction for the customer dimension, since stakeholders can be considered the “customers” for board outcomes. Epstein and Roy’s inclusion of financial measures, (EVA, ROI, share price, earnings, cash flow and profit in excess of plan), as lagging indicators rests on the assumption that good board structure and performance will contribute to strong financial performance" (Northcott and Smith, 2011);
Point 3.7.              "If a cause-and-effect relationship requires a time lag between cause and effect, then it is problematic that the time dimension is not part of the scorecard. Because it measures cause and effect at the same time without considering any time lag, it has no time dimension" (Nørreklit, 2000);
Point 3.8.              "Lipe and Salterio ... find in an experiment that common measures are clearly preferred to unique measures. This finding questions one of the key expected benefits of the BSC, as its measures should by definition be unique since they translate a specific strategy into specific actions. Moreover, Ittner, Larcker, and Randall ... find that satisfaction with implemented BSCs falls over time" (Burkert, Davila and Oyon, 2010);
Point 3.9.              "Research in cognitive psychology shows that people are generally unable to process more than 7–9 items of information simultaneously .... The BSC contains many more measures than this limit, suggesting that managers will find it difficult to utilize the information in the scorecard. However, the four category organization of the BSC may assist managers’ use of this large volume of measures by suggesting a way to combine and use the data" (Lipe and Salterio, 2002);
Point 3.10.         "Several studies indicate that BSC in healthcare organizations was initially regarded as a model for performance measurements with little or no connection to strategy implementation ..... Some authors describe how the implementation of BSC has become a regular step in the quality improvement work in several healthcare organizations" (Aidemark, Baraldi, Funck and Jansson, 2010);
Point 3.11.         "The BSC literature ... is largely silent on two issues critical to those interested in applying the BSC: How to set targets, how to weigh (or balance) measures when evaluating managers and the firm, and how to resolve conflicts that arise in the BSC process" (Herath, Bremser and Birnberg, 2015);
Point 3.12.         "The stakeholder concept may neglect such BSC perspectives (for instance, an innovation perspective) which are not directly related to a stakeholder group; in addition, it provides no help with regard to the question which identified stakeholder groups should be represented by perspectives" (Ahn, 2005);
Theme 4: Major trends and issues related to practices
Point 4.1.              "A few attempts to adapt the BSC for software intensive organizations (SIOs3) have been reported, such as: * the Balanced IT Scorecard (BITS) proposed by the European Software Institute (ESI) ...: provides a new version of the four original perspectives (financial, customer, internal process, infrastructure and innovation) and adds a fifth one, the People Perspective" (Abran and Buglione, 2003);
Point 4.2.              "An important aspect of the scorecard is performance evaluation. Our experience indicates that employees report higher satisfaction levels when they are involved, when expectations are communicated, and when performance evaluations occur frequently" (Albright et al., 2011);
Point 4.3.              "Non-financial measurement systems have generally been characterized by loosely coupled local systems guided by local needs and with no integration of the company’s strategic objectives or any balancing of local and company considerations .... The efforts made in recent years, however, have been directed at constructing a system of non-financial measures linked to strategy" (Nørreklit, 2000);
Point 4.4.              "One of the problems with a BSC is that it may not be updated fast enough to adjust to environmental changes ... and so does not seem desirable to achieve agility. Yet the BSC may be modified with the use of other tools to provide a tailor-made strategic system ..., which provides a framework for building a strategic performance measurement system" (Gurd and Ifandoudas, 2014);
Point 4.5.              "Surveys provide evidence for impressively high rates of adoptions of BSCs worldwide: among the US firms, the rate of adoption had already been estimated to be around 50% by earlier studies ..., and more recent evidence even indicates that this percentage has increased significantly, up to 66% .... Also, the diffusion rates in other countries have been found to be high ... or are expected to be high in the future" (Burkert, Davila and Oyon, 2010);
Point 4.6.              "The scorecard must be constantly up-dated. This is good because it requires re-alignment with changing strategies or corporate structure. This also has a negative impact. It takes a great amount of time and resources to keep the scorecard updated and effective" (Gautreau and Kleiner, 2001);
Point 4.7.              "Zelman et al. .... identify two problems that healthcare organizations will have to confront when implementing BSC. First, the BSC model assumes that an overall vision can be defined and that the units within the organization are coordinated to realize that vision. However, healthcare organizations are traditionally loosely coupled systems in which strategy planning and management are not as vital as they are in more centralized organizations. A precondition for successful use of BSC is thus that a common vision is created and that interdependence among units is stressed. Second, the ranking of the perspectives within the BSC can be questioned. Financial success is not of utmost importance, but an impediment to the success within the other perspectives" (Aidemark, Baraldi, Funck and Jansson, 2010);
Point 4.8.              "...some researchers have raised the concern that the high number of publications focusing on new management instruments such as the BSC ‘‘has produced a faddish nature to the managerial accounting literature’’ .... In particular, Norreklit ...  argues that the rapid diffusion of BSCs worldwide is merely the result of a management fashion triggered by viral marketing" (Burkert, Davila and Oyon, 2010);
Point 4.9.              "Andersson and Seiving ... find in a recent study that core concepts underlying the BSC are not really new, such as non-financial measurement or the reflection of the organization’s strategy in the measurement system. However, they note that the popularity patterns of these underlying core concepts were modest before 1992, the year of the first publication on the BSC" (Burkert, Davila and Oyon, 2010);
Point 4.10.         "In practice, the format of performance scorecards varies significantly across firms ..... Some firms organize their measures into BSC performance categories while others simply provide a general list of measures. How results are presented in a scorecard also varies. Many firms show only target levels and actual results, while other firms supplement this information with performance markers (i.e., +, _, =) or qualitative signs (e.g., red, yellow, and green indicators) to more explicitly indicate the status of the actual results in relation to the target levels" (Cardinaels and van Veen-Dirks, 2010);
Point 4.11.         "Lawrie and Cobbold .... report that the most frequent question posed on a performance measurement discussion board was “What is a Balanced Scorecard?”. As an example of confusion among practitioners, a CMA Canada study .... found that the term “balanced scorecard” may be understood differently by managers across organizations or even those in the same organization" (Soderberg, 2011);
Point 4.12.         "Part of the difficulty in using the balance scorecard is trying to automate the system. The balanced scorecard measures items that are often difficult to relate and/or measure. Financial measures are not a problem, they have been used effectively for many years. It is the non-financial measurements that are difficult to establish" (Gautreau and Kleiner, 2001);


Each of the four themes has a set of associated points (i.e., idea, viewpoints, concepts and findings). Together they provide an organized way to comprehend the knowledge structure of the balanced scorecard topic. The bolded key words in the quotation reveal, based on the writer’s intellectual judgement, the key concepts examined in the balanced scorecard literature. The referencing indicated on the points identified informs the readers where to find the academic articles to learn more about the details on these points. Readers are also referred to the Literature on management accounting Facebook page for additional information on this topic. The process of conducting the thematic analysis is an exploratory as well as synthetic learning endeavour on the topic’s literature. Once the structure of the themes, sub-themes[1] and their associated points are finalized, the reviewer is in a position to move forward to step 2 of the MMBLR approach. The MMBLR approach step 2 finding, i.e., a companion mind map on balanced scorecard, is presented in the next section.

Mind mapping-based literature review on balanced scorecard (BSC): step 2 (mind mapping) output
By adopting the findings from the MMBLR approach step 1 on balanced scorecard, the writer constructs a companion mind map shown as Figure 1.





Referring to the mind map on balanced scorecard, the topic label is shown right at the centre of the map as a large blob. Four main branches are attached to it, corresponding to the four themes identified in the thematic analysis. The links and ending nodes with key phrases represent the points from the thematic analysis. The key phrases have also been bolded in the quotations provided in the thematic analysis. As a whole, the mind map renders an image of the knowledge structure on balanced scorecard based on the thematic analysis findings. Constructing the mind map is part of the learning process on literature review. The mind mapping process is speedy and entertaining. The resultant mind map also serves as a useful presentation and teaching material. This mind mapping experience confirms the writer’s previous experience using on the MMBLR approach (Ho, 2016). Readers are also referred to the Literature on literature review Facebook page and the Literature on mind mapping Facebook page for additional information on these two topics.

Concluding remarks
The MMBLR approach to study balanced scorecard provided here is mainly for its practice illustration as its procedures have been refined via a number of its employment on an array of topics (Ho, 2016). No major additional MMBLR steps nor notions have been introduced in this article. In this respect, the exercise reported here primarily offers some pedagogical value as well as some systematic and stimulated learning on balanced scorecard in the field of Strategic Management. Nevertheless, the thematic findings and the image of the knowledge structure on balanced scorecard in the form of a mind map should also be of academic value to those who research on this topic.



Bibliography
1.      Abran, A. and L. Buglione. 2003. "A multidimensional performance model for consolidating Balanced Scorecards" Advances in Engineering Software 34, Elsevier: 339-349.
2.      Ahn, H. 2005. "Insights from research: How to individualise your balanced scorecard" Measuring business excellence 9(1), Emerald: 5-12.
3.      Aidemark, L., S. Baraldi, E.K. Funck and A. Jansson. 2010. "The importance of balanced scorecards in hospitals" Performance Measurement and Management Control: Innovative Concepts and Practices Studies in Managerial and Financial Accounting 20: 363-385.
4.      Albright, T.L., C.M. Burgress and S. Davis. 2011. "The balanced scorecard and twenty-first century thoughts  on motivation" The Journal of Corporate Accounting & Finance  November/December, Wiley: 73-80
5.      Burkert, M., A. Davila and D. Oyon. 2010. "Performance consequences of balanced scorecard adoptions: claim for large-scale evidence and proposals for future research" Performance Measurement and Management Control: Innovative Concepts and Practices Studies in Managerial and Financial Accounting 20, Emerald: 345-361.
6.      Cardinaels, E. and P.M.G. van Veen-Dirks. 2010. "Financial versus non-financial information: The impact of information organization and presentation in a Balanced Scorecard" Accounting, Organizations and Society 35, Elsevier: 565-578.
7.      Chang, H.H., C.J. Hung, K.H. Wong and C.H. Lee. 2013. "Using the balanced scorecard on supply chain integration performance - a case study of service businesses" Serv Bus 7(5): 539-561.
8.      Craig, J. and K. Moores. 2010. "Strategically aligning family and business systems using the Balanced Scorecard" Journal of Family Business Strategy 1, Elsevier: 78-87.
9.      Gautreau, A. and B.H. Kleiner. 2001. "Recent trends in performance measurement systems - the balanced scorecard approach" Management Research News 24(3/4), Emerald: 153-156.
10. Gurd, B. and P. Ifandoudas. 2014. "Moving towards agility: the contribution of a modified balanced scorecard system" Measuring business excellence  18(2), Emerald: -13.
11. Herath, H.S.B., W.G. Bremser and J.G. Birnberg. 2015. "Facilitating a team culture: a collaborative balanced scorecard as an open reporting system" Advances in Management Accounting online March 10: 149-173 (url address: http://dx.doi.org/10.1108/S1474-7871(2010)0000018009).
12. Ho, J.K.K. 2016. Mind mapping for literature review – a ebook, Joseph KK Ho publication folder October 7 (url address: http://josephkkho.blogspot.hk/2016/10/mind-mapping-for-literature-review-ebook.html).
13. Hoque, Z. 2003. "Total quality management and the balanced scorecard approach: a critical analysis of their potential relationships and directions for research" Critical Perspectives on Accounting 14: 553-566.
14. Hu, Y.J., Y.F. Yang and M. Islam. 2010. "Leadership behavior, satisfaction, and the balanced approach" International Journal of Commerce and Management 20(4), Emerald: 339-356.
15. Länsiluoto, A. and M. Järvenpää. 2010. "Greening the balanced scorecard" Business Horizons 53, Elsevier: 385-395.
16. Lin, H.F. 2015. "Linking knowledge orientation to balanced scorecard outcomes" Journal of Knowledge Management 19(6), Emerald: 1224-1249.
17. Lipe, M.G. and S. Salterio. 2002. "A note on the judgmental effects of the balanced scorecard's information organization" Accounting, Organizations and Society 27, Pergamon: 531-540.
18. Literature on literature review Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.literaturereview/).
19. Literature on management accounting Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.management.accounting/).
20. Literature on mind mapping Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.mind.mapping/).
21. Nørreklit, H. 2000. "The balance on the balanced scorecard - a critical analysis of some of its assumptions" Management Accounting Research 11: 65-88.
22. Northcott, D. and J. Smith. 2011. "Managing performance at the top: a balanced scorecard for boards of directors" Journal of Accounting & Organizational Change 7(1), Emerald: 33-56.
23. Ritter, M. 2003. "The use of balanced scorecards in the strategic management of corporate communication" Corporate Communication 8(1): 44-59.
24. Schneiderman, A.M. 1999. "Why balanced scorecards fail" Journal of Strategic Performance Measurement January: 6-11.
25. Soderberg, M. 2011. "When is a balanced scorecard a balanced scorecard?" International Journal of Productivity and Performance Management 60(7), Emerald: 688-708.



[1]There is no sub-theme generated in this analysis on balanced scorecard.

1 comment:

  1. pdf version at: https://www.academia.edu/32183908/Mind_mapping_the_topic_of_balanced_scorecard_BSC_

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