The USV Annals of Economics and Public Administration, Vol 9, No 2

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Balanced scorecard and the management instrument’s complementarity

Sunhilde Cuc


The Balanced Scorecard (BSC) presents the quantitative goals selected from multiple perspectives for implementing the organizational strategy and vision. This article considers how Total Quality Management, Activity Based Management (ABM), Customer Value Analysis, EVA and Budgets approaches may complement a balanced scorecard effort. It briefly outlines how this tools are defined, considers their stre ngths and weaknesses. The paper concludes that when other tools used in conjunction with BSC approach, the resulting hybrid tool can be a powerful basis for encouraging organizational change and performance improvement.

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                     Ştefan cel Mare University of Suceava                   Faculty of Economics and Public Administration


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