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Full-Text Articles in Social and Behavioral Sciences
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Ted Watts
Management accounting researchers have criticised the practitioner-oriented management accounting techniques of the last decade for lacking integrated theories. A contrasting perspective is that these emerging techniques are not atheoretical, but rather natural applications of existing theory as defined in complementary disciplines. Using concepts theory, this paper relates the strategic balanced scorecard (SBSC) to the theoretical concepts of cybernetics. The three fundamental characteristics of cybernetics: causal relationships, communication and change are compared to the SBSC in practice. The results align the practical characteristics of the SBSC to contemporary descriptions of theory, specifically those directed towards abstraction and explanation, thus providing a …
The Integration Of Balanced Scorecard Models, Carol J. Mcnair-Connolly, Ted Watts
The Integration Of Balanced Scorecard Models, Carol J. Mcnair-Connolly, Ted Watts
Ted Watts
The entire focus of any balanced scorecard model (BSM) is to ensure that a wide range of events and outcomes are captured in ways useful to decision makers. An important question arises - which decision maker? And, equally important, must this decision maker be intimately familiar with a supposed organizational strategy in order to succeed? The answer to the first question helps us sort the BSMs into subgroups; the answer to the second question suggests that strategy may be as simple as the will of an organization and its members to survive to fight one more day. Building on the …