Kaplan and Norton (1992, 1996) espouse that performance measures in a
balanced scorecard (BSC) should be linked to strategy. However, the BSCs of many
firms include both strategically linked and non-strategically linked measures. Banker et al.
(2004) provide initial evidence on evaluators’ weightings of strategically linked (SL) and
non-strategically linked (NSL) measures when evaluating performance in settings in
which managers always performed better than the target level on every performance
measure. They found that when evaluators have a sufficient understanding of the firm’s
strategy, they weight SL measures more than NSL measures when evaluating
performance.