Purpose – The purpose of this paper is to speculate on the potentials of the system dynamics methodology to contribute to the balanced scorecard (BSC) design and implementation by producing a detailed causal relationships model that links strategic and operational objectives in a more accurate and effective way. Design/methodology/approach – The work is based on the methodological principles and the operational tools provided by the system dynamics methodology and the BSC framework. Findings – One of the main areas that both the relevant literature and Kaplan and Norton identified as critical in developing the original BSC framework is related to the identification and the quantification of “causal relationships” across the BSC, and to the subsequent opportunity to use a mathematical-computer model to test and simulate such assumptions and their impacts on strategy implementation. Such issues are addressed in this paper. Practical implications – The paper provides information and consideration on how to model and assess causality and cause-and-effect relationships in BSC environments. Subsequently, it provides some reflections on the contribution of the system dynamics methodology for the design and implementation of the BSC.

Barnabe', F., Busco, C. (2012). The causal relationships between performance drivers and outcomes: Reinforcing Balanced Scorecards’ implementation through System Dynamics models. JOURNAL OF ACCOUNTING & ORGANISATIONAL CHANGE, 8(4), 528-538 [10.1108/18325911211273518].

The causal relationships between performance drivers and outcomes: Reinforcing Balanced Scorecards’ implementation through System Dynamics models

BARNABE', FEDERICO;BUSCO, CRISTIANO
2012-01-01

Abstract

Purpose – The purpose of this paper is to speculate on the potentials of the system dynamics methodology to contribute to the balanced scorecard (BSC) design and implementation by producing a detailed causal relationships model that links strategic and operational objectives in a more accurate and effective way. Design/methodology/approach – The work is based on the methodological principles and the operational tools provided by the system dynamics methodology and the BSC framework. Findings – One of the main areas that both the relevant literature and Kaplan and Norton identified as critical in developing the original BSC framework is related to the identification and the quantification of “causal relationships” across the BSC, and to the subsequent opportunity to use a mathematical-computer model to test and simulate such assumptions and their impacts on strategy implementation. Such issues are addressed in this paper. Practical implications – The paper provides information and consideration on how to model and assess causality and cause-and-effect relationships in BSC environments. Subsequently, it provides some reflections on the contribution of the system dynamics methodology for the design and implementation of the BSC.
Barnabe', F., Busco, C. (2012). The causal relationships between performance drivers and outcomes: Reinforcing Balanced Scorecards’ implementation through System Dynamics models. JOURNAL OF ACCOUNTING & ORGANISATIONAL CHANGE, 8(4), 528-538 [10.1108/18325911211273518].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11365/40423
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