The Evolution of Organizational Performance Measurement Systems toward Multidimensional and Integrated Models from the Perspective of Sustainability: Balanced Scorecard and B4C Value Approach©

Journal title QUADERNI DI ECONOMIA DEL LAVORO
Author/s Azio Barani
Publishing Year 2025 Issue 2022/115
Language Italian Pages 29 P. 133-161 File size 670 KB
DOI 10.3280/QUA2022-115006
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

This paper aims to analyze the evolution of organizational performance measurement systems aimed at supporting evaluation processes, starting from the limitations encountered by traditional methods focused on economic-financial indicators to arrive at multidimensional and integrated models, considered more suitable, in the turbulent contemporary context, to guide organizations towards more strategic objectives, less tied to past performance and more oriented to governing opportunities and risks offered by future scenarios. In particular, attention will be paid to the multidimensional model of the Balanced Scorecard and its more advanced versions and to the multidimensional and integrated model B4C Value Approach©. In fact, these systems include elements that, nowadays, are increasingly protagonists of the change that organizations in any sector are experiencing. The change refers to the awareness by companies and all categories of stakeholders of the importance of the intangible elements that make up the structure of an organization and that participate in the front line in the creation of shared value.

Keywords: performance appraisal systems; performance measurement systems; Balanced Scorecard; B4C Value Approach; sustainability; integrated thinking; integrated reporting; shared value.

  1. Amigoni F. (2001). Lo sviluppo di un sistema di controllo integrato (Balanced Scorecard), XXVII Workshop – Club dei Controller: Lo sviluppo di un sistema di controllo integrato (Balanced Scorecard): logiche di progettazione e di funzionamento, Scuola di Direzione Aziendale “L. Bocconi”, 19 giugno.
  2. Amigoni F., Meloni G. (2002). L’integrazione dei sistemi di misure: potenzialità e vincoli del modello Balanced Scorecard. Economia & Management, 4.
  3. Anthony R.N., Govindarajan V. (2000). Management Control Systems, 9° edizione. Irwin: McGraw-Hill.
  4. Baraldi S. (2012). I sistemi di controllo direzionale. Milano: McGraw-Hill.
  5. Barani A. (2021). Il cambiamento strategico nelle organizzazioni. Cultura, innovazione e sostenibilità verso un approccio integrato. Milano: FrancoAngeli.
  6. Bubbio A. (2000). Balanced Scorecard e controllo strategico: le relazioni. Amministrazione e Finanza Oro, 1.
  7. De Marco M., Salvo V., Lanzani W., a cura di (1999). Balanced scorecard: dalla teoria alla pratica: metodi e strumenti per orientare le iniziative aziendali al raggiungimento dei risultati strategici. Milano: FrancoAngeli.
  8. Kaplan R.S., McMillan D. (2021). Reimagining the Balanced Scorecard for the ESG Era. Harvard Business Review. Articolo digitale, 3 febbraio.
  9. Kaplan R.S., Norton D.P. (1992). The Balanced Scorecard - Measures That Drive Performance. Harvard Business Review, gennaio-febbraio.
  10. Kaplan R.S., Norton D.P. (1993). Putting the balanced scorecard to work. Harvard Business Review, settembre-ottobre.
  11. Kaplan R.S., Norton D.P. (1996a). The Balanced Scorecard – Translating Strategy into Action. Boston: Harvard Business School Press.
  12. Kaplan R.S., Norton D.P. (1996b). Using the balanced scorecard as a strategic management system. Harvard Business Review, gennaio-febbraio.
  13. Kaplan R.S., Norton D.P. (2001). The strategy focused Organization – How balanced scorecard companies thrive in the new business environment. Boston: Harvard Business School Press.
  14. Kaplan R.S., Norton D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston: Harvard Business School Press.
  15. King M., Roberts L. (2013). Integrate: Doing Business in the 21st Century. Claremont: Juta& Co. Ltd.
  16. Mintzberg H. (1994). The Rise and Fall of Strategic Planning. New York: Free Press.
  17. Neely A. (1998). Measuring Business Performance – Why, What and How. London: Economist Books.
  18. Neely A. (1999). The performance measurement revolution: why now and where next. International Journal of Operations and Production Management, 19(2), pp. 205-228.
  19. Olve N.-G., Roy J., Wetter M. (1999). Performance Drivers. A pratical guide to using the Balanced Scorecard. New York: John Wiley & Sons.
  20. Porter M.E., Kramer M.R. (2011). The Big Idea: Creating Shared Value. Harvard Business Review, 89, pp. 62-77.
  21. Silvi R. (2007). Il controllo strategico della gestione di impresa. In: Lipparini A., a cura di, Economia e Gestione delle Imprese. Bologna: il Mulino.
  22. Simons R. (2004). Performance Measurement & Control Systems for Implementing Strategy. New Jersey: Prentice-Hall Inc.
  23. Treacy M., Wiersema F. (1995). The Discipline of Market Leaders. Boston: Addison-Wesley.
  24. Vaivio J. (1999). Exploring a non-financial management accounting change. Management Accounting Research, 10.

Azio Barani, L’evoluzione dei sistemi di misurazione delle prestazioni organizzative verso modelli multidimensionali e integrati, nella prospettiva della sostenibilità: Balanced Scorecard e B4C Value Approach© in "QUADERNI DI ECONOMIA DEL LAVORO" 115/2022, pp 133-161, DOI: 10.3280/QUA2022-115006