This paper explores the link between the decision to adopt a new management idea or tool and the subsequent implementation process using the Balanced Scorecard (BSC) as the example.

A prominent responsibility of managers in all types of organisations is to continually seek to improve the profitability, service or other performance criteria of their organisations, or the parts of organisations in which they are particularly active; or at least being seen to do so. New challenges such as decreasing product lifecycles (Carson et al, 2000), global competition, customers becoming more demanding and greater technological progress will present new issues for managers and hence lead them to try to find innovative managerial approaches to address these issues.