Document Type
Article
Publication Date
8-2005
Abstract
This experiential exercise presents the concept of the Balanced Scorecard (BSC) and applies it in a university setting. The Balanced Scorecard was developed 12 years ago and has grown in popularity and is used by more than 50% of the Fortune 500 companies as a performance measurement and strategic management tool. The BSC expands the traditional financial measures into three other dimensions to capture a balanced approach to measure performance in an organization. These additional dimensions are as follows: Customer Focus, Competence/Employee Learning and Growth, and Operational Efficiency. The exercise uses an analogy of a race car driver who relies on one aspect of measurement to gauge the race versus relying on multiple dimensions of performance.
DOI
10.1177/1052562905276278
Recommended Citation
Gumbus, A. (2005). Introducing the balanced scorecard: Creating metrics to measure performance. Journal of Management Education 29(4), 617-630. doi: 10.1177/1052562905276278
Included in
Business Administration, Management, and Operations Commons, Strategic Management Policy Commons
