Reference health
How are strategy maps linked to strategic and organizational change? A review of the empirical literature on the balanced scorecard
40/40 checkable references clean · checked 2026-07-25
Every reference with a DOI in the deposited reference list resolved to a known work in Crossref or DataCite at the dated check, and none carried a retraction, withdrawal, or removal notice.
14 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
The 40 checked references that resolve
resolves10.1016/j.accinf.2011.08.001
The judgmental effects of strategy maps in balanced scorecard performance evaluations
resolves10.2308/accr.2004.79.1.1
The Balanced Scorecard: Judgmental Effects of Performance Measures Linked to Strategy
resolves10.1111/j.1468-2370.2005.00111.x
No going back: A review of the literature on sustaining organizational change
resolves10.1016/j.mar.2012.10.001
Differences in the sophistication of Value-based Management – The role of top executives
resolves10.2308/accr-10212
The Differential Improvement Effects of the Strategy Map and Scorecard Perspectives on Managers' Strategic Judgments
resolves10.1016/j.eswa.2012.01.078
Fuzzy cognitive strategic maps in business process performance measurement
resolves10.1080/14783363.2012.669546
The alignment of managers’ mental models with the balanced scorecard strategy map
resolves10.1016/j.bar.2013.10.003
20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research
resolves10.2308/jmar-10085
The Balanced Scorecard: The Effect of Strategy Information on Performance Evaluation Judgments
resolves10.1080/09639280802436731
Mapping, Measurement and Alignment of Strategy using the Balanced Scorecard: The Tata Steel Case
resolves10.2308/acch.2001.15.1.87
Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I
resolves10.5465/ame.2004.13835877
Strategy Maps: Converting Intangible Assets into Tangible OutcomesStrategy Maps: Converting Intangible Assets into Tangible Outcomes By KaplanRobert S. and NortonDavid P. Boston, MA: Harvard Business School Press, 2004. 480 pages, hardcover, $35.00.
resolves10.1080/14697010600565186
Transforming organisations for organic growth: The DNA of change leadership
resolves10.2308/accr.2000.75.3.283
The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures
resolves10.1016/j.emj.2013.11.004
Archival or perceived measures of environmental uncertainty? Conceptualization and new empirical evidence
resolves10.1108/jaoc-03-2013-0023
Balanced scorecard and controllability at the level of middle managers – the case of unintended breaches
resolves10.1080/02642069.2011.574273
‘Balanced Scorecard’ as an operation-level strategic planning tool for service innovation
resolves10.2139/ssrn.278939
Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard
resolves10.1006/mare.1999.0121
The balance on the balanced scorecard a critical analysis of some of its assumptions
resolves10.1016/s0361-3682(02)00097-1
The Balanced Scorecard: what is the score? A rhetorical analysis of the Balanced Scorecard
resolves10.1080/02642060701453213
The Balanced Scorecard and Strategic Control: A Hotel Case Study Analysis
resolves10.1108/02756660510597065
Strategy maps: a step‐by‐step guide to measuring, managing and communicating the plan
resolves10.1016/j.mar.2003.10.001
A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries
resolves10.1057/jors.2010.99
Does the Balanced Scorecard make a difference to the strategy development process?
resolves10.2308/accr.2010.85.3.1095
The Balanced Scorecard as a Strategy-Evaluation Tool: The Effects of Implementation Involvement and a Causal-Chain Focus
resolves10.1016/s0024-6301(02)00066-3
Strategic Control: Meshing Critical Success Factors with the Balanced Scorecard
resolves10.1080/14697010410001687483
The organizational fitness navigator: enabling and measuring organizational fitness for rapid change
The 14 references without a DOI — listed, not checked
no DOI — not checkedGhadikolaei, A. S., Chen, I. S., Zolfani, S. H., & Akbarzadeh, Z. (2011). Cause and effect relations of BSC in universities of Iran. International Journal of Management & Innovation, 3(2), 16-25.
no DOI — not checkedHahn, W., & Powers, T. L. (2010). Strategic plan quality, implementation capability, and firm performance. Academy of Strategic Management Journal, 9(1), 63-81.
no DOI — not checkedHarvey, C., Kelly, A., Morris, H., & Rowlinson, M. (2010). Academic Journal Quality Guide. London: The Association of Business Schools.
no DOI — not checkedKaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard - Measures that drive performance. Harvard business review, 70(1), 71-79.
no DOI — not checkedKaplan, R. S., & Norton, D. P. (1993). Putting the Balanced Scorecard to work. The Performance Measurement, Management and Appraisal Sourcebook, 66-79.
no DOI — not checkedKaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston, MA: Harvard Business School Press.
no DOI — not checkedKaplan, R. S., & Norton, D. P. (2000a). Having Trouble with Your Strategy?: Then Map It. Boston, MA: Harvard Business School Publishing.
no DOI — not checkedKaplan, R. S., & Norton, D. P. (2008). The Execution Premium: Linking Strategy to Operations for Competitive Advantage. Boston, MA: Harvard Business Press.
no DOI — not checkedLueg, R. (2008). Value-based Management: Empirical Evidence on its Determinants and Performance Effects. Vallendar: WHU Otto Beisheim School of Management.
no DOI — not checkedLueg, R. (2010). Value-based Management – Antecedents and performance effects. In K. Pantz (Ed.), Summa Cum Laude 2008: Wirtschaftswissenschaften (pp. 284-285). Darmstadt: Roter Fleck Verlag
no DOI — not checkedLueg, R. (2014). Balanced Scorecard: why you need strategy maps to construct causality. Journal of Business Strategy, forthcoming.
no DOI — not checkedLueg, R., & Carvalho e Silva, A. L. (2013). When one size does not fit all: a literature review on the modifications of the Balanced Scorecard. Problems and Perspectives in Management, 11(3), 86-94.
no DOI — not checkedLueg, R., Nedergaard, L., & Svendgaard, S. (2013). The use of intellectual capital as a competitive tool: a Danish case study. International Journal of Management, 30(2), 217-231.
no DOI — not checkedMintzberg, H. (1979). The Structuring of Organizations. Upper Saddle River, NJ: Prentice-Hall.
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