The judgmental effects of strategy maps in balanced scorecard performance evaluations

Rajiv D. Banker, Hsihui Chang and Mina Pizzini

International Journal of Accounting Information Systems, 2011, vol. 12, issue 4, 259-279

Abstract: We examine whether supplemental information displays affect decisions made using a common strategic performance measurement system, the balanced scorecard. A distinguishing feature of the balanced scorecard (BSC) is the number and diversity of its metrics. To effectively formulate a decision from such a complex information set, managers must view these measures within their strategic context (Kaplan and Norton, 1993, 1996). However, academic studies indicate that problems in communication and comprehension of the strategic logic underlying the scorecard hinder its implementation and use (Lipe and Salterio, 2000; Malina and Selto, 2001; Ittner et al., 2003a, 2003b). We investigate whether a supplemental information display, in the form of a strategy map, results in performance evaluation judgments consistent with the recognition of relations between performance metrics and strategy. Strategy maps are causal diagrams depicting temporally-separate and non-linear relations between scorecard performance measures and overriding strategic objectives. As predicted, we find that performance evaluation decisions are more consistent with the achievement of strategic objectives when participants are provided with strategy maps.

Keywords: Strategy maps; Balanced scorecard; Causal models; Performance evaluation (search for similar items in EconPapers)
Date: 2011
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Citations: View citations in EconPapers (15)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:ijoais:v:12:y:2011:i:4:p:259-279

DOI: 10.1016/j.accinf.2011.08.001

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