Performance Measurement based on the Created Value Added by Using the Balanced Scorecard

In a dynamic global business environment, performance measurement systems must address not only financial outcomes but also non-financial factors that contribute to organizational success. This study explores the integration of the Balanced Scorecard (BSC) framework with Value Added (VA) analysis to create a comprehensive approach to performance measurement. While the BSC emphasizes four critical dimensions—financial, customer, internal processes, and learning and growth—Value Added metrics focus on quantifying the economic contribution of organizational activities. The research examines the feasibility and impact of this integrated framework within the Iranian context, where organizations face unique economic and operational challenges. Using a mixed-methods approach, the study combines quantitative data from ۵۰ Iranian firms listed on the Tehran Stock Exchange (TSE) with qualitative insights from case studies across various industries. Results demonstrate that organizations implementing this hybrid model experienced a ۱۵% improvement in profitability and strategic alignment compared to those relying solely on traditional performance measures. Additionally, the study highlights the challenges of adapting VA metrics to non-financial BSC perspectives, particularly in knowledge-driven industries. Despite these obstacles, the findings suggest that integrating VA metrics into the BSC framework can enhance decision-making, foster sustainable value creation, and improve long-term organizational performance. ‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬ This research contributes to the academic literature by addressing gaps in performance measurement methodologies and providing practical insights for Iranian organizations. Future studies should focus on sector-specific applications and the development of standardized VA metrics for broader implementation.

کلیدواژه ها:

Balanced Scorecard ، Value Added Metrics ، Performance Measurement ، Iranian Organizations ، Strategic Alignment