METHODOLOGICAL ASPECTS OF BALANCED SCORECARDS

The Balanced Scorecard (BSC), developed by Kaplan and Norton in the early 1990s, introduced a multidimensional framework for measuring organizational performance beyond traditional financial metrics. This article examines the methodological foundations of the Balanced Scorecard, its strategic alignment capabilities, and the implementation protocols required for it to function as a dynamic management tool. Attention is given to its four core perspectives—financial, customer, internal business processes, and learning & growth—and how they interact through cause-effect relationships. The paper also discusses methodological challenges in indicator selection, weight allocation, and scorecard customization, especially in diverse institutional and industrial settings. Ultimately, this study provides an in-depth exploration of the BSC's conceptual integrity and its relevance in strategic planning, control, and performance optimization.