The Contextual Factors that Enable the BSC to Create Profitability

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dc.contributor Svenska handelshögskolan, Institutionen för redovisning och handelsrätt, Redovisning sv
dc.contributor Hanken School of Economics, Department of Accounting and Commercial Law, Accounting sv
dc.contributor.author Ström, Eva
dc.date.accessioned 2018-11-15T08:11:11Z
dc.date.available 2018-11-15T08:11:11Z
dc.date.issued 2018-11-24
dc.identifier.isbn 978-952-232-372-9 (printed)
dc.identifier.isbn 978-952-232-373-6 (PDF)
dc.identifier.issn 0424-7256 (printed)
dc.identifier.issn 2242-699X (PDF)
dc.identifier.uri https://helda.helsinki.fi/dhanken/handle/123456789/203160
dc.description.abstract To help companies achieve strategic success, new management tools have been invented and introduced over time. One of the most well-established and popular management tools is the Balanced Scorecard (BSC). The BSC was first introduced in the 1990s by Kaplan and Norton as a performance measurement tool that supplemented financial measures with non-financial measures, chosen with regard to strategy. It has then evolved into a strategic management system. This thesis examines how the BSC is related to performance. It suggests that the BSC is associated with performance, because it is used as a strategic management system. Furthermore the research investigates how certain chosen contextual variables enable the BSC to be used as a strategic management system. The BSC contextual variables are the chosen strategy, management’s motives for introducing the BSC and management involvement in the implementation phase. The empirical evidence from Finland and Sweden provide evidence that a BSC that is used as a strategic management system is positively related to performance. Furthermore the empirical evidence shows that a certain focus of strategy and management’s role in supporting the strategy - by introducing management accounting techniques and by actively being involved in the process- has a positive association with the extent to which the BSC is used as a strategic management system. This, in turn, associated with performance. Overall the research highlights the importance of the interplay between the use of an accounting technique- such as the BSC- and the contextual factors that support that use (supporting the use with strategy and management’s active role). sv
dc.language.iso en sv
dc.publisher Svenska handelshögskolan sv
dc.publisher Hanken School of Economics sv
dc.relation.ispartofseries Economics and Society – 324 sv
dc.subject BSC sv
dc.subject Balanced Scorecard sv
dc.subject performance sv
dc.subject strategy sv
dc.subject motives sv
dc.subject implementation sv
dc.subject survey sv
dc.subject.other Accounting sv
dc.title The Contextual Factors that Enable the BSC to Create Profitability sv
dc.date.accepted 2018-11-24

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