Shradha Nawal
Abstract:
A multifaceted view of organizational achievement is provided by the Balanced Scorecard (BSC), a comprehensive framework for strategic management and performance monitoring that integrates financial and non-financial perspectives. The BSC was first conceived by Kaplan and Norton (1992) and incorporates learning and growth perspectives, internal company processes, and customer satisfaction to overcome the shortcomings of traditional financial indicators. Through an examination of their conceptual underpinnings, strategic ramifications, and important performance measures, this paper seeks to theoretically analyze the four BSC viewpoints. The literature now in publication highlights how well the BSC aligns organizational strategies with operational execution; yet, there is still a research deficit in the theoretical examination of the interdependencies between the four viewpoints.
