Author(s)

Wenjing Li ¹

Affiliation(s)

¹ Oxford Brookes University Programme at Chengdu University of Technology, No. 1, East Sanxianqiao Road, Chenghua District, Chengdu City, 610059, Sichuan Province, China

Corresponding Author

Wenjing Li

ABSTRACT

The Balanced Scorecard (BSC) and the Sustainability Balanced Scorecard (SBSC) are critical tools for evaluating and improving organizational performance through both financial and non-financial metrics. This research examines the application of these frameworks in British American Tobacco (BAT) and Shell Plc, focusing on their strengths, limitations, and the evolving need for adaptation in a dynamic business environment[1-3]. The BSC framework is structured around four perspectives: finance, customers, internal processes, and learning and growth, while the SBSC expands on these by incorporating sustainability factors, addressing environmental, social, and economic concerns. Despite their usefulness in providing a comprehensive strategy map and guiding business decisions, the traditional BSC lacks flexibility and the ability to integrate dynamic, time-sensitive factors. The study highlights how BAT has adapted its BSC by incorporating non-financial indicators and establishing a detailed performance tracking system. Shell's shift to the SBSC reflects its commitment to social responsibility and sustainability, focusing on reducing carbon emissions and enhancing diversity within the workforce. The paper concludes that both frameworks remain valuable but require continuous updates and customization to reflect industry-specific challenges. Recommendations include redesigning the BSC to better align with individual company needs and integrating financial technologies for real-time performance tracking to improve accuracy and decision-making.

KEYWORDS

Balanced Scorecard, Sustainability, Organizational Performance

CITE THIS PAPER

Wenjing Li, Effectiveness of the Balanced Scorecard in Enhancing Firm Performance. Journal of Human Resource Development (2025) Vol. 7: 44-50. DOI: http://dx.doi.org/10.23977/jhrd.2025.070107.

REFERENCES

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