Performance Measurement and Balanced Scorecard Implementation: Case Evidence of a Government-linked Company

Norlaila Md Zin · Suzana Sulaiman · Aliza Ramli · Anuar Nawawi

25 citations0/0 files storedProcedia Economics and Finance

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Accounting and Organizational Management Accounting Theory and Financial Reporting Corporate Governance and Management

Abstract

Abstract The Balanced Scorecard (BSC), an iconic strategic performance management tool, is well received by many organisations worldwide; however some Malaysian organisations have not really implemented it. The present study was carried out to examine the use of the BSC to achieve desired transformation, the role of management accountants and the critical factors for the successful implementation of the BSC model in a selected Malaysian government-linked company (GLC). An in- depth case study method was adopted and data was collected from multiple sources of evidence which enabled the corroboration of facts. The findings revealed that management accountants played crucial and multiple roles in BSC's implementation and will advance knowledge to successfully implement a management accounting innovation within the local context.

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References

1984Case Study Research: Design and Methods 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future 2007Performance measurement of supply chain management: A balanced scorecard approach 2007Managing Quality in Qualitative Research 2009A case study of the performance management system in a Malaysian government linked company 2011Does government linked companies (GLCs) perform better than non-GLCs? Evidence from Malaysian listed companies

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