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Erland Hejn Nielsen

Linking Economic Value Added, Direct Costing, and the Lean Thinking to the Balanced Scorecard in a System Dynamics Modelling Approach

Research output: Contribution to conferencePaperResearchpeer-review

  • Accounting Research Centre - ARC
  • Department of Business Studies
  • CORAL - Centre for Operations Research Applications in Logistics
 Purpose - To show how three practices normally applied separately can be linked to support the strategy evaluation and the performance measurement in the balanced scorecard. Recent studies, e.g. Kaplan and Norton [Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, July-August, 2007], provide evidence that companies fail to see the possible benefits of combining and integrating several accounting practices into a single framework.

Design/methodology/approach - We use a System Dynamics Modelling approach to the BSC-thinking. The BSC model includes the five classical perspectives and a number of financial measures, including EVA, and non-financial measures pertaining to management accounting and the lean thinking.

Original languageEnglish
Publication year2008
Publication statusPublished - 2008
Event2nd International City Break Conference on Business and Economic Research - Athens, Greece
Duration: 17 Oct 200820 Oct 2008
Conference number: 2


Conference2nd International City Break Conference on Business and Economic Research

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ID: 47423