Logo image
A balanced scorecard analysis of performance metrics
Journal article   Peer reviewed

A balanced scorecard analysis of performance metrics

Rajiv D. Banker, Hsihui Chang, Surya N. Janakiraman and Constantine Konstans
European journal of operational research, v 154(2), pp 423-436
16 Apr 2004

Abstract

Balanced scorecard Data envelopment analysis Performance metrics Telecommunications
Many organizations have invested substantial resources in recent years to implement a balanced scorecard of performance metrics. From a historical focus exclusively on financial metrics of performance, the emphasis has shifted recently to a consideration of a portfolio of nonfinancial performance metrics related to customers, business process and technology. In this paper, we investigate the best practice frontier relationship between a financial performance metric (return on assets––ROA) and three nonfinancial performance metrics (number of access lines per employee, percentage of digital access lines and percentage of business access lines) reported and used in the US telecommunications industry. Analyzing detailed data from over fifty local exchange carriers for a period of five years (from 1993 to 1997), we find that managers must tradeoff contemporaneous ROA when increasing the percentage of business access lines. We also find that managers do not have to trade off ROA with the other two nonfinancial performance metrics because these metrics are contemporaneously congruent.

Metrics

18 Record Views
121 citations in Scopus

Details

UN Sustainable Development Goals (SDGs)

This publication has contributed to the advancement of the following goals:

#9 Industry, Innovation and Infrastructure

InCites Highlights

Data related to this publication, from InCites Benchmarking & Analytics tool:

Web of Science research areas
Management
Operations Research & Management Science
Logo image