• DOI:10.1108/14691930710830819
• Corpus ID: 349251

Applying the balanced scorecard for better performance of intellectual capital

@article{Bose2007ApplyingTB,
  title={Applying the balanced scorecard for better performance of intellectual capital},
  author={Sanjoy Bose and Keith Thomas},
  journal={Journal of Intellectual Capital},
  year={2007},
  volume={8},
  pages={653-665}
}

• Sanjoy Bose, K. Thomas
• Published 23 October 2007
• Business
• Journal of Intellectual Capital

Purpose – One of the responses to criticisms of traditional forms of accounting reports for knowledge‐based firms has been the development of the balanced scorecard (BSC), a strategic performance measurement framework and methodology based on a family of performance measures. This paper aims to examine the issue of measuring performance in relation to a major Australian company, The Fosters Brewing Group, where a newly appointed CEO reversed a decline in performance by adopting, among other initiatives, the balanced scorecard approach to management.Design/methodology/approach – The paper takes the form of a case study, applying the theoretical framework of the BSC to a declining business in order to achieve a turnaround.Findings – The paper discusses how a newly appointed CEO of The Fosters Brewing Group reversed a decline in performance by adopting, among other initiatives, the balanced scorecard approach to management.Research limitations/implications – The BSC is a practical framework to deal with the ...