Accounting Question

Using the GCU Library locate a journal article about the balanced scorecard. In the subject line of your post, include the name of the article that you read. Then, in your initial post, provide a link to the article and a summary followed by your reaction to the article. The summary should be approximately 250 words and the reaction should be approximately 150 words. The summary should describe the major points of the article, and the reaction should demonstrate your interpretation of the article and how you can apply that knowledge. Do not choose an article that one of your classmates has already posted. To participate in follow-up discussion, choose one of the articles that a classmate has posted and provide your own reaction to it. Note: It will be challenging to find a relevant article if you do not use the library.

Please include proper citations in your discussion post. Points will be deducted if proper citations are not used.Submitted on:Mar 21, 2024, 4:14 PMVIEW DQ RESPONSEKBKathryn BuckleyMar 22, 2024, 1:11 PMUnreadSubject: Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on PerformanceLink to ArticleSummary In their article, De Geuser, Mooraj, and Oyon (2009) delve into the impact of the Balanced Scorecard (BSC) on enhancing organizational performance. They initiate their investigation against the backdrop of the BSC’s widespread adoption since the early 1990s, contrasting with the sparse empirical evidence validating its effectiveness. The study uniquely separates and quantifies the BSC’s contribution to performance from the mechanisms driving this contribution. Utilizing survey data from 76 business units, the authors affirm a positive correlation between BSC implementation and organizational performance. Specifically, they reveal that the BSC fosters better integration of management processes and empowers organizational members (De Geuser, Mooraj, & Oyon, 2009). By applying the Strategy-Focused-Organization (SFO) model, the study identifies three key sources of performance improvement through the BSC: the enhanced translation of strategy into operational terms, the establishment of strategizing as a continuous process, and the improved alignment of organizational processes, services, and units (De Geuser et al., 2009).Reaction De Geuser, Mooraj, and Oyon’s (2009) findings present a compelling narrative on the Balanced Scorecard’s efficacy in not just measuring but actively enhancing organizational performance. It’s enlightening to see empirical support for the BSC’s role in strategic alignment and management process integration. This underscores a pivotal lesson for organizations—the essence of management tools lies not merely in their adoption but in their strategic implementation and the ongoing engagement they foster within the organization. The study champions a holistic approach to employing the BSC, beyond the confines of performance measurement, advocating for its use as a foundation for strategic dialogue and organizational alignment. It posits that the real merit of the BSC is realized through its capacity to weave strategic thinking into the fabric of daily operations, promoting a culture of continuous strategic learning and adaptation (De Geuser et al., 2009). The insights provided by De Geuser, Mooraj, and Oyon (2009) not only affirm the Balanced Scorecard’s value proposition but also illuminate the path for its effective integration into management practices. It accentuates the necessity for organizations to harness the BSC not just as a metric tool but as a dynamic instrument for strategic development and organizational cohesion. This study significantly enriches our comprehension of the strategic utility of management tools in augmenting organizational performance, offering a persuasive argument for the thoughtful and integrated application of the Balanced Scorecard.Thank you,KathrynSource:Fabien De Geuser , Stella Mooraj & Daniel Oyon daniel.oyon@unil.ch (2009) Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance, European Accounting Review, 18:1, 93-122, DOI: 10.1080/09638180802481698REPLY