Implementation of the Balanced Scorecard in Integrated Corporate Governance: A Comparative Analysis of Global Trends and National Practices

Lyudmyla Ivashova; Olha Antonova

doi:10.36690/2674-5216-2026-1-38-53

Authors

Lyudmyla Ivashova University of Customs and Finance https://orcid.org/0000-0003-3176-919X
Olha Antonova University of Customs and Finance https://orcid.org/0000-0002-3283-8938

DOI:

https://doi.org/10.36690/2674-5216-2026-1-38-53

Keywords:

corporate governance, balanced scorecard, public policy, public enterprises, privatization, public organizations, strategic management

Abstract

The article examines the specific features of implementing the Balanced Scorecard (BSC) system within the framework of integrated corporate governance of state-owned enterprises and public organizations. The relevance of the topic is determined by the need to improve efficiency, transparency, accountability, and strategic orientation in the public sector under conditions of digital transformation, global competition, and institutional reforms. The paper generalizes theoretical approaches to the use of BSC as a strategic management tool that combines financial and non-financial indicators and ensures the alignment of strategic goals at both corporate and operational levels. The purpose of the study is to assess the compliance of BSC implementation in the system of integrated corporate governance of state-owned enterprises and public organizations with international corporate governance standards and to develop recommendations for adapting this tool to Ukrainian realities. The research methodology is based on a comprehensive comparative analysis of international practices, OECD and World Bank reports, and academic sources using the framework “criterion, processes, areas, enterprises.” The article substantiates a two-level model of BSC implementation, which provides for cascading strategic goals and indicators from the corporate to the operational level. A comparative analysis of BSC application in EU countries, OECD countries, and Ukraine is conducted, and the key differences in institutional models, the level of transparency, managerial autonomy, and strategic control of state-owned enterprises are identified. The study proves that in developed countries BSC is integrated into systems of strategic planning, performance management, and accountability, whereas in Ukraine its use remains fragmented and is mainly implemented through pilot projects. The practical significance of the study lies in the development of recommendations for creating national BSC standards for state-owned enterprises, strengthening the role of independent supervisory boards, digitalizing KPI monitoring, and introducing regular strategic reporting.

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Author Biographies

Lyudmyla Ivashova, University of Customs and Finance

Doctor of Science in Public Administration, Professor, Professor of the Public Administration and Customs Department, University of Customs and Finance, Dnipro

Olha Antonova, University of Customs and Finance

Doctor of Science in Public Administration, Professor, Chief of the Public Administration and Customs Department, University of Customs and Finance, Dnipro

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