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Advances in Decision Sciences
Volume 2015, Article ID 213758, 20 pages
http://dx.doi.org/10.1155/2015/213758
Research Article

The Balanced Scorecard and the Strategic Learning Process: A System Dynamics Modeling Approach

Department of Economics and Business Economics, Faculty of Business and Social Sciences, Aarhus University, Denmark

Received 31 July 2014; Revised 27 March 2015; Accepted 30 March 2015

Academic Editor: David Bulger

Copyright © 2015 Steen Nielsen and Erland H. Nielsen. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract

The main purpose of this paper is to improve on the conceptual as well as the methodological aspects of BSC as a quantitative model by combining elements from traditional balanced scorecard (BSC) thinking with the Systems Thinking. This is done by combining short and long term aspects of measurements. The result is then used to build and construct a balanced scorecard model for strategic learning with the specific aim to maintain satisfied customers and motivated employees. Strategic planning, operational execution, feedback, and learning are some of the most important key features of any performance measurement model. This paper aims to address not only the conceptual domain related to BSC, that is, learning and system dynamics causality and feedback, but also the methodological domain concept of precision solved by differential equations. Our results show how a potential move from a static strategic vision map to a linked and dynamic understanding may be not fully realistic but very useful for learning purposes. The new knowledge obtained from the learning feedbacks fertilizes both decision discussion and decision-making and what may be required in order to move to the next level of BSC and system dynamics integration.