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An investigation of the development,...

Davis, Stanley B.

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An investigation of the development, implementation, and effectiveness of the Balanced Scorecard: A field study.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	An investigation of the development, implementation, and effectiveness of the Balanced Scorecard: A field study./
作者:	Davis, Stanley B.
面頁冊數:	117 p.
附註:	Chair: Thomas L. Albright.
Contained By:	Dissertation Abstracts International61-12A.
標題:	Business Administration, Accounting. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9996469
ISBN:	0493048510

An investigation of the development, implementation, and effectiveness of the Balanced Scorecard: A field study.
Davis, Stanley B.

An investigation of the development, implementation, and effectiveness of the Balanced Scorecard: A field study. - 117 p.

Chair: Thomas L. Albright.

Thesis (Ph.D.)--The University of Alabama, 2000.

This dissertation investigates the development, implementation, and effectiveness of the Balanced Scorecard (BSC), a performance measurement system designed to align employee actions and goals with corporate strategies. Although the BSC has gained popularity among managers as a performance measurement tool, little empirical evidence exists to substantiate claims that the BSC promotes superior financial performance. This dissertation utilizes field-based research methodologies to assess the effectiveness of the BSC on key financial performance measures of a banking institution and investigate differences in the development and implementation procedures for BSC implementers.

ISBN: 0493048510Subjects--Topical Terms:

1020666
Business Administration, Accounting.

An investigation of the development, implementation, and effectiveness of the Balanced Scorecard: A field study.
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520 $a This dissertation investigates the development, implementation, and effectiveness of the Balanced Scorecard (BSC), a performance measurement system designed to align employee actions and goals with corporate strategies. Although the BSC has gained popularity among managers as a performance measurement tool, little empirical evidence exists to substantiate claims that the BSC promotes superior financial performance. This dissertation utilizes field-based research methodologies to assess the effectiveness of the BSC on key financial performance measures of a banking institution and investigate differences in the development and implementation procedures for BSC implementers.
520 $a Two statistical tests are used to assess whether an increase in financial performance occurred for branches of a banking institution after the implementation of the BSC. The first statistical test compares financial performance for a period prior to the implementation of the new program to financial performance for a period after the implementation of the new program. The findings indicate that BSC branches' performance improved significantly after the implementation of the new program (p-value = .03), while performance for a similar group of branches in the same organization (non-BSC adopters) did not significantly improve over the same time period (p-value = .23).
520 $a A second statistical test compares the change in financial performance for BSC branches to the change in financial performance for non-BSC branches. The improvement for BSC branches was not significantly greater than the improvement experienced by non-BSC branches (p-value = .346). Therefore, making a statement about the association between the implementation of the BSC and an increase in financial performance is not possible based on the results of this study. Additional analysis suggests that a longer time period than was used for this dissertation may result in observing significantly greater performance for BSC adopters when compared to non-BSC adopters.
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