Studying research in balanced scorecard over the years in performance management systems: a bibliometric analysis

Abstract

PurposeSince the introduction of balanced scorecard by Kaplan and Norton in 1992, it garnered considerable research and practice attention across disciplines. Using bibliometric analysis, this study examines trends in balanced scorecard research in last 20 years and identifies future areas of research.Design/methodology/approachThe Web of Science database was used to extract research papers from the 2003 to 2023 period with “Balanced Scorecard” as topic. The final sample consisted of 445 articles. Trends and patterns were analyzed using bibliometric analysis through research profiling and thematic analysis.FindingsThe findings reveal that BSC, spanning across disciplines, including business and operations, has enriched the theory and practice of BSC research. Analytical and survey methods were more prevalent than primary studies. Scholars from the USA and the UK have made noteworthy contributions to balanced scorecard research. Emerging themes include integrating human resources, sustainability, subjectivity in performance evaluation and non-financial performance indicators in BSC for better strategic decision-making.Practical implicationsThe study would inspire researchers to generate new research questions and hypotheses and help in identifying gaps in the current knowledge base and areas where further investigation is needed. Managers would gain useful insights into performance management by studying the BSC research evolution to find a fit for modern-day industry needs.Originality/valueThe authors’ contribution fills the void by providing useful account of extent research over last 20 years using bibliometric analysis and motivate future research directions.

Balanced Scorecard for Circular Economy: A Methodology for Sustainable Organizational Transformation

“…However, integrating these CE principles into the operational fabric of small-and medium-sized enterprises (SMEs) presents a particularly challenging dilemma. In this context, the balanced scorecard (BSC) has emerged as a powerful strategic management tool [4]. Its ability lies in clarifying and translating the organizational mission and strategy of a company, enabling communication, strategic alignment, and organizational learning.…”