Performance Measurement of Management System Standards Using the Balanced Scorecard
Author:Jan Kopia, Andreas Kompalla, Melanie Buchmüller and Bastian Heinemann
JEL:M10, L10, L15, L25
DOI:
Keywords:performance management, balanced scorecard, strategy maps , management
system standards, integrated management systems , executive premium
Abstract:
Management system standards (MSS), such as ISO standards, TQM, etc. are widely -used
standards adopted by millions of organizations worldwide. It is still an unclear question
whether these standards are beneficial for an organization, besides the fact that they might be
required or expected by law or customers. The question, whether MSS increase the
efficiency, the output, or the performance of an organization is still discussed in scientific
research. One reason might be that performance measurement itself is not fully understood
or in constant development ranging from pure financial evaluations over intellectual capital
rating to calculating of levels of environmental, social or economic expectations known as
the Trible Bottom Line. The Balanced Scorecard is one possible solution for performance
measurement on a strategic and operational level and therefore useful for the measurement
of the influence of MSS within organizations.
This study summarized current research in the field of performance measurement in the
context of MSS and IMS and the use of BSC and quantitatively and qualitatively tests the
usefulness of BSC in measuring the effect of MSSs using the Execution Premium.
It was found that BSC is often used, that an average number of companies integrate their
measurement initiatives of their MSSs into the BSC-process, and that a high integration of
MSS into the BSC improves the organizational performance.
This research is useful for researchers and practitioners in order to understand the benefits of
the usage of the BSC in the context of MSS or Integrated Management Systems.