Killing the balanced scorecard to improve internal disclosure

Abstract

Purpose

Two drawbacks to current management information practices are identified. First, the level of abstraction from which internal management disclosures are constructed using current frameworks is too generic; and second, the current process of identifying relevant management disclosures is outdated. The purpose of this paper is, therefore, to discuss whether contemporary conceptions of value creation from the field of business models can improve the currently applied frameworks used for generating internal management disclosures on intellectual capital. Hence, this paper offers a timely critique of the balanced scorecard, and other performance measurement concepts developed over the last 25 years.

Design/methodology/approach

The paper reviews contemporary literature on the balanced scorecard, and related concepts, for generating internal management disclosures relating to intellectual capital. Furthermore, the problems that balanced scorecard type frameworks have as vehicles for constructing relevant internal management disclosures are explored.

Findings

This essay argues that internal management disclosures need more precise underpinnings of value creation than offered by current frameworks. An empirically validated structure that establishes alignment between value creation and internal management disclosures, through the mechanism of business model configurations, is applied to overcome the two identified drawbacks of current practices.

Research limitations/implications

This is a conceptual/normative offering.

Practical implications

Following the critique, this essay prompts a new way forward for identifying internal management disclosures and performance measures, their validation, and subsequent benchmarking by expanding upon the concept of business model configurations. This concept offers a value driver platform with related clusters of KPIs connected to each of the 71 identified business model configurations as a starting point for management’s identification of relevant KPIs, and their analysis, benchmarking, and application for performance management.

Originality/value

The arguments offered in this essay illustrate how it is possible to enhance the relevance of internal management disclosures by challenging and changing the normative level of abstraction applied.

Citation

Nielsen, C., Lund, M. and Thomsen, P. (2017), "Killing the balanced scorecard to improve internal disclosure", Journal of Intellectual Capital, Vol. 18 No. 1, pp. 45-62. https://doi.org/10.1108/JIC-02-2016-0027