METHODOLOGICAL FOUNDATIONS OF THE ORGANIZATION OF BALANCED SCORECARD SYSTEM BASED ON THE INTERNATIONAL STANDARDS

This thesis explores the methodological foundations of organizing the Balanced Scorecard (BSC) system within the context of international standards, examining the intersection of strategic performance measurement and globally recognized benchmarks. The study adopts a mixed-methods approach, integrating theoretical frameworks, case studies, and empirical findings to provide a comprehensive understanding of this complex interplay.

The theoretical framework draws upon key concepts from the BSC, strategic management, and international standards, emphasizing the significance of aligning organizational methodologies with external benchmarks. Case studies exemplify successful strategies employed by organizations in aligning the BSC with standards such as ISO, IFRS, and others, offering practical insights into customization, strategic integration, and organizational learning.

Quantitative findings from a survey of key stakeholders reveal a generally positive perception of alignment levels, accompanied by identified challenges, including terminology discrepancies and resistance to change. Qualitative analysis, derived from semi-structured interviews, delves into the experiences of organizations, highlighting themes of strategic integration, customization, and ongoing learning.

The study contributes to both theory and practice by offering theoretical insights into the nuanced process of aligning the BSC with international standards and providing actionable recommendations for organizations seeking to optimize their performance measurement practices. As organizations navigate the complexities of the global business landscape, this research serves as a guide for fostering transparency, credibility, and strategic clarity on an international scale.

The thesis concludes by emphasizing the evolving nature of the intersection between the BSC and international standards and its implications for strategic management practices. It encourages future research to delve deeper into industry-specific contexts, long-term impacts of alignment, and the role of leadership in driving successful alignment initiatives.