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Motives, diffusion and utilisation of the balanced scorecard in Denmark

Author

Listed:
  • Steen Nielsen
  • Rene Sorensen

Abstract

The Balanced Scorecard (BSC) has by now achieved great attention in Denmark but no large surveys exists concerning the motives for implementing the BSC in Denmark. A questionnaire survey of 53 respondents from Danish medium-sized and large manufacturing companies showed that areas such as "strategy work", "communication", "early warning", "nature of target figures", "focusing" and "causality" are the most important aspects when a company considers the implementation of the BSC. The main objective of a BSC is that the company can translate vision and strategy into operational terms – from management level down to day-to-day level. The level of knowledge appears to be high, about 80%, whereas less than 20% give a high priority to the BSC. In addition, we have tested significant relations between the level of priority, usage, suitability of the current system and the need for the BSC. Compared to the results in other international studies, we found that Danish companies seem to be at an initial phase of implementing the BSC.

Suggested Citation

  • Steen Nielsen & Rene Sorensen, 2004. "Motives, diffusion and utilisation of the balanced scorecard in Denmark," International Journal of Accounting, Auditing and Performance Evaluation, Inderscience Enterprises Ltd, vol. 1(1), pages 103-124.
    • Handle: RePEc:ids:ijaape:v:1:y:2004:i:1:p:103-124
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    Citations

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    Cited by:

    1. Dag Øivind Madsen & Blerim Azizi & Albert Rushiti & Tonny Stenheim, 2019. "The Diffusion and Implementation of the Balanced Scorecard in the Norwegian Municipality Sector: A Descriptive Analysis," Social Sciences, MDPI, vol. 8(5), pages 1-31, May.
    2. Madsen, Dag Øivind & Stenheim, Tonny, 2014. "Balansert målstyring: En kort oversikt over forskningslitteraturen [The Balanced Scorecard: A brief overview of the research literature]," MPRA Paper 65991, University Library of Munich, Germany.
    3. Agostino, Deborah & Arnaboldi, Michela, 2012. "Design issues in Balanced Scorecards: The “what” and “how” of control," European Management Journal, Elsevier, vol. 30(4), pages 327-339.
    4. Dag Madsen & Kåre Slåtten, 2013. "The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries," Administrative Sciences, MDPI, vol. 3(3), pages 1-33, August.
    5. Mohamed A. K. Basuony, 2014. "The Balanced Scorecard in Large Firms and SMEs: A Critique of the Nature, Value and Application," Accounting and Finance Research, Sciedu Press, vol. 3(2), pages 1-14, May.
    6. Dag Øivind Madsen & Kåre Slåtten, 2015. "The Balanced Scorecard: Fashion or Virus?," Administrative Sciences, MDPI, vol. 5(2), pages 1-35, June.
    7. Hamza El Kezazy & Yassine Hilmi, 2023. "Improving Good Governance Through Management Control in Local Authorities," Post-Print hal-04422229, HAL.

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