This study examined the complementary effects of balanced scorecard (BSC) and activity based costing (ABC) on organizational performance. Survey data were collected from 83 US manufacturing business units. Four measures of BSC perspectives were used, namely, customer satisfaction perspective, internal process perspective, financial perspective, and learning and growth perspective. One measure of ABC was used. The results indicate that, except for internal process perspective, the BSC perspectives and ABC interaction has a positive significant effect on organizational performance. The implications, limitations, and directions for future research are discussed.