This paper outlines claims and evidence concerning the balanced scorecard (BSC) from the research literature, integrating current thinking about its substantive content and assumptions, strategic alignment, implementation issues, judgment and decision-making, organisational performance, compensation plans, and comparisons to other performance-measurement practices. In doing so, diverse localisations of the BSC are brought into view, as well as difficulties accompanying the practice of the BSC. Future directions for practitioners and researchers are indicated.
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