ABSTRACT
This chapter explores performance-related studies with business model innovation, and discusses the relevance, importance, and challenges of connecting the concept of business model innovation processes with the performance management literature. The success of any business model innovation depends on the extent to which the company achieves fit between the innovativeness, strategic context (proactiveness), and organizational setting of the innovation. Performance management studies have evolved progressively over the years and have seen the introduction of a number of new frameworks, models, and software solutions aimed at clarifying both conceptually and practically how to monitor, measure, report, evaluate, and manage a company’s financial, market, innovation, and operations performance. The Balanced Scorecard originally emerged from management accounting practices in the mid-1980s. The Balanced Scorecard is based on four main perspectives, the financial, customer satisfaction, internal process, and learning and growth perspectives, respectively.
