Ojala, Ville

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                ABSTRACTSubject Accounting and finance Date 31.5.2006Student numberAuthor(s) Ville OjalaNumber of pages 111Title Performance measurement and strategic learning: a case study of the use of thebalanced scorecard to promote learningSupervisor(s) Ph.D. Fredercik Lindahl, M.Sc. Erkki VuorenmaaAbstractThis thesis interprets learning from management accounting point of view and concentrates onstrategic performance measurement systems, particularly on the balanced scorecard, the focus beingon the role of the balanced scorecard and its association with strategic learning. The purpose of thisresearch is to find out what strategic learning experiences the use of the balanced scorecardproduces in the organization, as well as how the underlying organizational factors affect the linkbetween performance measurement and strategic learning. By undertaking a case study, the thesisfollows an action-oriented research methodology, as it enables an illustration of what has actuallybeen achieved in practice. In total, seven interviews were carried out in the case organization.Evidence from the case study indicates that the balanced scorecard links to the strategic learning inthe origin of the learning process by providing relevant information either by detecting an operationwhich calls for improvement or by supplying feedback which can be used in the analysis of aparticular activity. It is being suggested that non-financial measures play an important role asleading indicators, but also that enhancing strategic learning depends on how the management levelexploits the scorecard information. Although there are several implications of the fact thatinteractive use of a performance measurement system can be effectively used for strategic learningpurposes, according to this research strategic learning is also possible when control system is useddiagnostically.The research also revealed that structural advice is feasible when choosing an effective way forfacilitating organizational learning capability. Teamworking and especially cross-functional co-operation is essential as it enhances critical discussion and is the first step for informationdistribution. It is pointed out that flexibility is a key attribute of a learning organization, and that thenumerous organizational characteristics are very much interconnected with each other.In conclusion, this research supports previous indications that there is a link between performancemeasurement and strategic learning. An important practical implication of this study is for managersto discover how the balanced scorecard for its part can enhance the improvement of theorganizational capacity to learn at all levels.Key words Performance measurement, balanced scorecard, strategic learning, organizationallearning, a case studyFurtherinformationX   Master´s thesis  Licentiate´s thesis  Doctor´s thesis

Performance measurement and strategic learning: a case study of the use of the balanced scorecard to promote learning

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Performance measurement and strategic learning: a case study of the use of the balanced scorecard to promote learning

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