An AHP study on the critical factors for balanced scorecard implementation in Indian organisations

Abstract

Organisations believe that the adoption of popular management tools enables them to radically improve their performance. The Balanced Scorecard (BSC) is one of the popular tools that have been gaining prominence globally and are also being adopted by Indian organisations for performance improvement and strategic alignment. This paper investigates the critical factors and subfactors that determine the adoption of the BSC in the Indian manufacturing and service sectors. The Analytical Hierarchy Process (AHP) has been employed to prioritise the relative importance of the four critical success factors and 15 subfactors among the Indian organisations. The results suggest a generic hierarchy model for Indian organisations to prioritise the critical factors and formulate strategies for implementing the BSC in their organisations.

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