Transforming the balanced scorecard from performance measurement to strategic management: Part II

It is demonstrated how organizations use the balanced scorecard to align key management processes and systems to performance objectives. The relationship of the balanced scorecard to other financial and cost measurement initiatives, such as shareholder value metrics, activity-based costing, and quality programs, is discussed. Suggestions about opportunities for additional research on measurement and management systems are provided. With the widespread availability of organizational implementations and a framework to describe how the implementations were performed, accounting researchers can now begin a systematic research program, using multiple research methods, to explore the key factors in implementing more effective measurement and management systems. Such a systematic exploration provides a valuable complement to the individual case studies to be produced in the years ahead.