| The purpose of this research was to examine the results of Balanced Scorecard (BSC) on continuous process improvement cultures. By comparing manufacturing and service organizations with established continuous process improvement cultures the research determines whether or not the inclusion of BSC as an element in such cultures makes a difference. Four factors are identified within the BSC approach with corresponding hypotheses that examine: H1: leadership focus, H2: customer focus, H3: operations focus, and H4: employee focus. Each hypothesis was explored with regard to three dimensions: respondents' organizational level, company annual revenue, and number of company employees.;A sample of 78 survey responses representing 78 different companies was examined using the Pearson Chi-square test. The results determined with 95% certainty or better that those continuous process improvement companies with BSC differ significantly in the following areas from corresponding companies without BSC: • Non-executives in BSC companies rejected the null hypotheses for H1, H3, and H4 while executives were found to only accept the null hypotheses. • Annual revenue findings: H1 land H3 rejected the null hypothesis when annual revenue is greater than ;The study established that companies with continuous process improvement cultures achieve better results when BSC is present than do their counterparts without BSC. |
