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Strategic Performance Measurement Systems and Managerial Judgements

In: Best Practices in Management Accounting

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  • Mandy Man-sum Cheng

Abstract

The introduction of the Balanced Scorecard (BSC) by Kaplan and Norton in the early 1990s has put performance measurement system design firmly on many executives’ agendas. A 2009 Bain & Co. survey of 1,430 international executives reported that the BSC ranks sixth among 25 popular management tools, with a global adoption rate of 53 per cent (Rigby and Bilodeau, 2009). Contemporary performance measurement systems (often referred to as strategic performance measurement systems), such as the BSC, have a number of distinguishing features. In particular, these systems: (1) contain a diverse range of performance measures that reflect the organisation’s key strategic areas, and (2) illustrate the cause-and-effect linkages between operations, strategy and goals, and between various aspects of the value chain (Chenhall, 2005). Many professional and academic articles have been published on the benefits, design and implementation processes associated with various types of strategic performance measurement systems (e.g., the BSC, Tableu de bord, and the performance pyramid). The aim of this chapter is not to add to the extant literature comparing the merits of different performance measurement frameworks; rather, it takes a different, ‘behavioural’ perspective by focusing on how the design features of strategic performance measurement systems influence individual managers’ judgements.

Suggested Citation

  • Mandy Man-sum Cheng, 2012. "Strategic Performance Measurement Systems and Managerial Judgements," Palgrave Macmillan Books, in: Greg N. Gregoriou & Nigel Finch (ed.), Best Practices in Management Accounting, chapter 11, pages 166-181, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-36155-3_11
    DOI: 10.1057/9780230361553_11
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