Ordered Model Processes, Reference Declaration and the Economic Organization: Implications for a Balanced Scorecard Contextual Framework

Abstract

SYNOPSIS Since its 1992 introduction, the Balanced Scorecard has received deserving accolades while academics continue investigating its pragmatic aspects. This paper contributes to the Balanced Scorecard literature, first, by proffering a logical explanation for its successful acclaim and, second, by setting forth an ordered management structure Balanced Scorecard contextual framework. The contextual framework reforms the Balanced Scorecard's Learning and Growth Perspective by (i) effecting (subjective: objective) reference transition, and (ii) recognizing that the Learning and Growth Perspective involves first instance extra-entity strategy formulation incidence. The (intra-entity: extra-entity) incidence shift reconciles unordered [Content: (Content: Context): Context] management policy position progression that is Learning and Growth Perspective concomitant. The framework also supplants the Kaplan and Norton Balanced Scorecard Perspectives with the missing social policy perspective. The missing perspective involves [(endogenous-position, exogenous-perspective): (exogenous-position, exogenous-perspective)] objective reference transition. Such a transition signals ordered [Content: (Content: Context): Context] management policy position progression. The paper's suggested contextual framework is contributed from the author's ordered conflict resolution methodology research; itself derived from the social choice theory model developed by the ancient philosophers who wrote scripture. The ancient philosophers' ordered model processes, (Function: Progression: Position), translate [Context: (Context: Content): Content] devolution and explain Balanced Scorecard perspective derivation.