This article refers to the growing importance of the use of non-financial measures in corporate performance measurement systems and evaluates the applications presented in the approach contained in the balanced scorecard. The alignment of measures in a relation of cause and effect is indicated as an essential condition for the construction of that instrument and for the recognition of non-financial measures as performance and value creation drivers. The non-verification of that relation leads to the acceptance of inadequate indicators and to an organizational malfunction. The theoretical grounds employed in this article support the non-existence of a relation of cause and effect when scientific criteria are used to determine causality. This article also proposes that strategic formulations and performance measures be considered parallel and interactive processes. Finally, new criteria are discussed and presented to relate them, concluding on a relation of double affectation.
Causality in the balanced scorecard; Non-financial drivers for value creation
