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The balanced scorecard: a foundation for the strategic management of information systems
Open accessAbstract
Abstract The balanced scorecard (BSC) has emerged as a decision support tool at the strategic management level. Many business leaders now evaluate corporate performance by supplementing financial accounting data with goal-related measures from the following perspectives: customer, internal business process, and learning and growth. It is argued that the BSC concept can be adapted to assist those managing business functions, organizational units and individual projects. This article develops a balanced scorecard for information systems (IS) that measures and evaluates IS activities from the following perspectives: business value, user orientation, internal process, and future readiness. Case study evidence suggests that a balanced IS scorecard can be the foundation for a strategic IS management system provided that certain development guidelines are followed, appropriate metrics are identified, and key implementation obstacles are overcome.
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Citations
Cites
Information Systems Success: The Quest for the Dependent Variable
DeLone, W. H., & McLean, E. R. (1992) · Information Systems Research · doi:10.1287/isre.3.1.60 · Cited by 10,697
Cited by
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
(2003) · Journal of Management Information Systems · doi:10.1080/07421222.2003.11045748 · Cited by 11,791
Clarifying Business Models: Origins, Present, and Future of the Concept
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005) · Communications of the Association for Information Systems · doi:10.17705/1cais.01601 · Cited by 3,350
Measuring information systems success: models, dimensions, measures, and interrelationships
Petter, S., DeLone, W., & McLean, E. (2008) · European Journal of Information Systems · doi:10.1057/ejis.2008.15 · Cited by 1,884
Research on information systems failures and successes: Status update and future directions
Dwivedi, Y. K., Wastell, D., Laumer, S., Henriksen, H. Z., Myers, M. D., Bunker, D., Elbanna, A., Ravishankar, M. N., & Srivastava, S. C. (2015) · Information Systems Frontiers · doi:10.1007/s10796-014-9500-y · Cited by 448
Bhattacharya, A., Mohapatra, P., Kumar, V., Dey, P. K., Brady, M., Tiwari, M. K., & Nudurupati, S. S. (2014) · Production Planning & Control · doi:10.1080/09537287.2013.798088 · Cited by 277
Metadata
- Authors
- Martinsons, M., Davison, R., & Tse, D.
- Venue
- Decision Support Systems
- Publisher
- Elsevier BV
- Published
- 1999-02
- Volume
- 25
- Issue
- 1
- Pages
- 71-88
- ISSN
- 0167-9236 (ISSN-L)
- OpenAlex
- W1979828126
- Cited by
- 535
- References
- 1
- FWCI
- 15.89
- Type
- journal article
- Language
- en
- Open access
- green
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- Martinsons, M., Davison, R., & Tse, D. (1999). The balanced scorecard: a foundation for the strategic management of information systems. Decision Support Systems. https://doi.org/10.1016/s0167-9236(98)00086-4
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
