<![CDATA[Traditionally, performance measurement systems emphasize mo tv on financial indicators without linking these indicators to strategic objectives and communicating them to all levels of organizations. . I.v a ivsuh, the organizations will lose their competitive advantage. Balanced Scorecard developed by Kaplan and Norton (1992) intends to overcome the problems by incorporating tmditional measuivs of business unit perfomance and a performance measurement system driven by organizational strategies. Therefore, it incorpomtes financial, customer, internal business pivcess, and teaming and gtvwth perfomance indicators into its model. as a ivlatively a new model, the Balanced Scorecanl has gained a widespivad suppo' t as predicted by Gartner Gmup that at least 40% of Fortune l.()0() companies used the system (Frigo and Knnnwiede, 2000). It is the intention of this paper to discus v the concept and benefits of the Balanced Scorecard and difficulties that might occur in implementing it.]]>
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