Pplication: Implementation of the Balanced Scorecard

Application: Implementation of the Balanced Scorecard

The term a?balanced scorecarda? became part of the professional accounting vernacular in the early 1990s. This nontraditional approach to measuring strategic performance was developed by Dr. Robert Kaplan and Dr. David Norton. As the name implies, the goal of the balanced scorecard is to provide stakeholders with a balanced view of the performance of an organization.

For this Assignment, review Case 14-1, a?Global Oila? in Chapter 14 of your course text and reflect on the information presented. Consider how the balanced scorecard should be implemented, including how it the results of this implementation might contribute to organizational decision making. (CASE STUDY ATTACHED)

The Assignment:

Provide a critical analysis of M&Ras implementation of the balanced scorecard, including an identification of the strengths and weaknesses of the program.

Prepare a response to the following: Was the adoption of the balanced scorecard at M&R responsible for turning around the organizationas financial performance? Explain why or why not.


Zimmerman, J. L. (2014). Accounting for decision making and control (8th ed.). New York, NY: McGraw-Hill.

Chapter 14, a?Management Accounting in a Changing Environmenta? (pp. 608a 633, 648a 649)

Case 14-1, a?Global Oila? (pp. 648a 649)

In the final chapter of your course text, the author revisits and adds to the information originally presented in Chapter 1. The author applies the information contained in the course text to recent accounting trends and innovations. Be sure to pay particular attention to Case Study 14-1, a?Global Oil.a?

Joseph, G. (2009). Mapping, measurement and alignment of strategy using the balanced scorecard: The Tata Steel case. Accounting Education, 18(2), 117a 130. Retrieved from the Walden Library databases.

This case study illustrates the use of the balanced scorecard by using a real-life situation and information gathered from the firmas internal accounting processes. Special attention is given to the strategy map and measurement aspects of the balanced scorecard.

Kaplan, R. S., Norton, D. P., & Rugelsjoen, B. (2010, January). Managing alliances with the balanced scorecard. Harvard Business Review, 88(1/2), 114a 121. Retrieved from the Walden Library databases.

The authors of this article examine the balanced scorecard approach as applied to a successful strategic alliance of two companies. A study by McKinsey & Company regarding the yield returns of joint ventures is used as a basis for discussing the balanced scorecard in this article.

Maitland, E., & Sammartino, A. (2012). Flexible footprints: Reconfiguring MNCs for new value opportunities. California Management Review, 54(2), 92a 117. Retrieved from the Walden Library databases.

Through examples from multi-national companies (MNCs), the authors of this article presented a decision making tool that can aid executives as they move toward value opportunities.