The present theoretical review outlines the interaction between digital transformation and financial data modeling and the use of Balanced Scorecards in improving strategic management in organizations. Considering the context of rapid technological processes and the growing influence of international competition, the principle question of this work is how current management accounting methods, most of which are inspired by digitization, shift the theoretical perspective of how organizations use (BSCs) for strategic forecasting and performance assessment.
By conducting a thorough review of the literature within the realms of management accounting, information systems, and strategic management, this theoretical review identifies the main trends, the rationale, and the challenges behind the use of (BSCs) and digitization. The current finding indicates that the implementation of digital technologies into the process of financial data modeling substantially increases the potential of (BSCs) by offering real-time, useful information for strategic decision-making. At the same time, the implementation process raises a set of challenges, such as security issues, hefty financial investments into technological infrastructures, and human factors of organizational change. Despite these hurdles, the potential benefits of digitally-enhanced (BSC) framework-such as improved decision-making accuracy, strategic agility, and operational efficiency-underscore the importance of adopting a holistic approach to digital transformation in strategic management practices.
This review calls for a balanced perspective that considers both the technological and cultural dimensions of implementing digital innovations within (BSC) frameworks. It concludes with recommendations for future research, emphasizing the need for empirical studies to validate theoretical insights presented and explore the practical implications of digital transformation organizations-BSCs effectiveness in diverse organizational context.
