Management performance measurement is a complex task since multiple inputs and multiple outputs are involved in the process. This study attempted to develop an integrated framework to encompass the basic concepts of balance scorecards (BSC) and data envelope analysis (DEA) for measuring management performance. BSC and DEA are complementary to each other. On the one hand, BSC can provide appropriate outputs of performance for DEA. On the other hand, DEA can set benchmarking for companies based on their inputs and outputs, as well as transform performance measures into managerial information. Accordingly, the synergy of BSC and DEA can translate the appropriate performance indices into managerial implications. This study selected auto and commercial bank industries as the targets for empirical investigation. The results indicated that the interrelationships among four perspectives of BSC were empirically valid. However, the most crucial indicators in each perspective were distinct in different industries. About 46% of auto companies and 57% of commercial banks are located at efficiency frontiers. Managerial implications and research limitations are addressed as well.

Volume 20

Numbers 11-12