Performance effects of using the Balanced Scorecard: a note on the Dutch experience

This article aims to contribute to understanding how to use the Balanced Scorecard (BSC) effectively. The BSC lends itself to various interpretations. This article explores how the way in which the BSC is used affects performance. Empirical evidence from Dutch firms suggests BSC use will not automatically improve company performance, but that the manner of its use matters: BSC use that complements corporate strategy positively influences company performance, while BSC use that is not related to the strategy may decrease it. We discuss the findings and offer managers guidance for optimal use of the BSC. (C) 2004 Elsevier Ltd. All rights reserved.