Factors of Successful Implementation of the Balanced Scorecard Model in Public Enterprises

This research explores the opportunities and challenges of implementing the Balanced Scorecard (BSC) model in public enterprises in the Federation of Bosnia and Herzegovina (FBiH), with particular attention to adapting the model to public sector characteristics. The study examines the impact of organisational, human, and economic factors on BSC implementation. Based on a quantitative analysis of 138 responses from employees in finance, accounting, and strategic management, seven hypotheses were tested regarding the determinants of BSC implementation. The findings reveal that the size of the enterprise, capabilities of accountants, costs of using the BSC, and its linkage to operational performance significantly and positively influence adoption. Larger enterprises with stronger capacities and qualified personnel are more likely to implement advanced performance management models. Conversely, organisational culture, management awareness, and perceived benefits showed no significant effect, partly due to the homogeneity of responses. These findings enhance the understanding of the prerequisites for BSC adoption in the public sector, highlighting the importance of structural capacities, human resources, and financial justification.