Social Impact Measurement & Balanced Scorecard

A Review of Design, Effectiveness and Limits

Authors

  • Daniela Moldoveanu Doctoral School, Universidade de Aveiro
  • Irina Saur-Amaral ISCA & CIMAD-UA, Universidade de Aveiro & NECE-UBI, Universidade da Beira Interior
  • Carla Vieira CIDTFF, Universidade de Aveiro

DOI:

https://doi.org/10.34624/iciemc.v0i5.39513

Keywords:

balanced scorecard, measuring corporate sustainability, social impact, integrated view

Abstract

Balanced scorecard (BSC) has seen intensified scrutiny from academia in terms of its ability and effectiveness in driving sustainability goals. Additionally, the wider topic of organizational social impact measurement has seen similar debates around what can be considered a proper outlet for performance and control tracking. It also remained unresolved the need for a sustainability and/or social impact measurement solution that is standardizable, consistent, effective in achieving its goals and integrated in the corporate strategy. This paper takes on a journey of systematic literature review aiming to address whether a social impact measurement scheme can be effectively incorporated into existing performance monitoring & control systems. Following this approach, it investigates the space created around Balanced Scorecard (BSC), sustainability -as a benchmark in assessing their ‘co-existence’- and social value. The aim is to answer 2 research questions: (1) What are the missing links when it comes to achieving an integrated and standardizable approach in corporate sustainability