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Cited by 131Accounting and Organizational ManagementHealthcare Quality and ManagementInformation Technology Governance and Strategy

The DOI matches its Crossref record; 36 of the 37 references it cites were found in a registry or an index.

Lives in the balance: an analysis of the balanced scorecard (BSC) in healthcare organizations

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Gurd, Bruce, Gao, Tian·2007·International Journal of Productivity and Performance Management
DOI 10.1108/17410400810841209
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Abstract

The balanced scorecard (BSC) has been a prominent innovation in strategic performance measurement systems.The health care sector has started to adopt this approach.There are many case studies of BSC applications and this paper reviews this literature to analyse the application of the BSC across this sector.In particular, we argue that the current applications do not tend to show the health of patients as central in the development of the BSC; the balance is tilted towards the financial not the health outcomes.BSCs are still in an evolutionary stage in health care settings and strategy mapping is not yet common.In reviewing the past applications, the paper shows a way forward for future developments of the scorecard in health settings.

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Research works printed but not linked: 5

  1. Chan, Y.‐C.L. and Ho, S.J.K. (2000), “ Performance measurement and the use of balanced scorecard in Canadian hospitals ”, Advances in Management Accounting , Vol. 19, pp. 145‐69.
  2. Frigo, M. and Krumwiede, K.R. (1999), “ 1998 CMG Survey on Performance Management ”, Cost Management Update , Vol. 94, pp. S1‐4.
  3. Kershaw, R. and Kershaw, S. (2001), “ Developing a balanced scorecard to implement strategy at St Elsewhere Hospital ”, Management Accounting Quarterly , Vol. 2 No. 2, pp. 28‐35.
  4. Morisawa, T. (2002), “ Building performance measurement systems with the balanced scorecard approach ”, NRI Papers , No. 45, pp. 1‐15.
  5. Sasse, C. (2005), “ A literature review on the balanced scorecard's impact on performance ”, LeaderPoint , available at: www.leaderpoint.biz (accessed 24 May 2005).

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Metadata

Authors
Gurd, B., & Gao, T.
Affiliations
University of South Australia (AU)
ORCID
Venue
International Journal of Productivity and Performance Management
Publisher
Emerald
Published
2007-12-07
Volume
57
Issue
1
Pages
6-21
ISSN
  • 0043-8022 (ISSN-L)
  • 1741-0401
DOI
10.1108/17410400810841209
OpenAlex
W1968019595
Cited by
131
References
37
Citations by year
2026: 3 · 2025: 4 · 2024: 3 · 2023: 8 · 2022: 13 · 2021: 9 · 2020: 10 · 2019: 6 · 2018: 6 · 2017: 11 · 2016: 7 · 2015: 9 · 2014: 8 · 2013: 6 · 2012: 11
FWCI
5.55
Type
journal article
Language
en
Open access
Licence
Locations
  • International Journal of Productivity and Performance Management (publishedVersion)
  • Adelaide Research & Scholarship (AR&S) (University of Adelaide) (submittedVersion, other-oa)
  • UniSA Research Outputs Repository (University of South Australia) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Accounting › Accounting and Organizational Management
  • Health Sciences › Medicine › Public Health, Environmental and Occupational Health › Healthcare Quality and Management
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
Keywords
balanced scorecard, healthcare organizations, strategic performance measurement, patient outcomes, financial performance, strategic mapping

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