A Dynamic Connection Of Balanced Scorecard Applied For The Hotel | Chiung-Ju Liang & Lung-Chun Hou

This study provides empirical evidence on the dynamic connection of BSC and we demonstrate strategy maps that linked measures and performance drivers together in a cause-and-effect diagram. We expand the relationship of framework from, two perspectives, developed by Banker et al. (2000) into four perspectives. The results indicate that a number of key hypotheses are consistent with the work of Heskett et al. (1997) and represent an important extension of conceptualization of service to profit. The financial outcomes can be achieved only if customers are satisfied. We did not find obvious evidence to support the hypotheses that employee?s development that are related to price effect or volume effect, indirectly impact on contribution margins through the behavioral variables of customer satisfaction.