The first article is titled “Using the Balanced Scorecard to Measure Organizational Performance” by Erin E Glazer (2020). This article discusses how organizations can leverage the Balanced Scorecard as a tool for measuring organizational performance by setting goals and objectives along each of the four perspectives — Financial, Customer, Internal Processes, and Learning & Growth. The author outlines some best practices for implementing a successful balanced scorecard system in terms of creating meaningful metrics; using technology such as dashboards or analytics tools; regularly assessing results; engaging stakeholders; developing action plans based on findings; and continuously improving. The advantages discussed include improved understanding of relationships between activities across multiple departments or divisions with relevance to all stakeholders, better communication among staff throughout the organization on goals & objectives, increased accountability from both an individual level & corporate level perspective due to clear targets being set out for everyone involved as well as motivating employees towards achieving these targets. Some possible limitations mentioned include lack of clarity on how to measure success which may lead to difficulty reaching desired outcomes if not properly defined up front or communicated clearly throughout implementation process. Despite this potential limitation though overall conclusion was positive – noting great benefits could be achieved when used correctly including improved alignment within organization around core strategies enabling higher levels of engagement & commitment from all stakeholders across board leading stronger sustained results over time period potentially creating competitive advantage through superior performance compared competitors who do not have same type assessment framework place.

The second article is titled “Implementing A Balanced Scorecard Approach To Improve Performance Management” by Matthew Leitch (2019). This article looks at how companies can utilize a balanced scorecard approach toward improving their broader performance management systems rather than just focusing exclusively on financial metrics alone like many businesses usually do traditionally when evaluating progress/success against predetermined goals or objectives set out previously ahead time frame covered under regular evaluation cycles typically undertaken each year functioning basis . After discussing what is meant by ‘balanced scorecards’, it outlines several steps for successfully implementing them into existing business models: establishing measurable goals so they can be tracked effectively; ensuring data collected ties back directly relevant indicators measured against those established targets previously identified help measure actual accomplishments made during particular cycle assessment going taking place ensure efforts align with overall mission statement company aiming reach end date timeline indicated surveying employees drawing feedback ask opinion where improvements should made needed people doing jobs input included decision making processes ensuring top down bottom up cooperation system adopted fully embraced group before moving onto next step once complete finalizing working plans detailing how teams will achieve specified ends were outlined understand respective roles obligations containing contingencies account allow changes occur necessary updating scores accordingly finally monitoring ongoing basis alert event anything major change occurs requiring further corrective action taken address underlying issues so improvement initiatives remain course intended outcome reached again reference initial target set part planning stage exercise take place begin with original plan provide guidance team executing tasks

The third article is titled “Using The Balanced ScoreCard For Strategic Planning,” authored by Gregory S Glass (2007). In this paper Glass provides insight into why utilizing BSC frameworks are beneficial when undertaking strategic planning activities within large firms especially ones transitioning high risk areas where success/failure hinged upon integrating strong measurement systems capable providing timely accurate updates progress point intervals implementation phase while also presenting data points visual format make easier assess current standing consider options available forward decisions need be made regarding future direction take order ensure best possible chances positive result attained end date agreed outset project execution stages begun taking shape consistent manner intentions initially presented clients outline agreement signed upon commencement work without having tracking mechanism put together might seem impossible gauge achievements met certain key milestones reached sense achievement genuine only spotted through utilization proper metric structure aid analysis give clear indication whether meeting delivering expected require pre-determined adjustments necessary order get job done standards required therefore importance putting framework cannot underestimated essential maintain confidence team responsible completing task due timescales deadlines involved completion failure incur significant costs associated lost opportunity further losses arising negative sentiments generated public domain detrimental effect brand image reputation organisation ultimately profit margins thus damage bottom line

Finally there’s fourth piece called “Developing An Adaptive Strategy With A Balance ScoreCard” written John E Rogerson (2019). Rogerson focuses main discussions theme adaptive strategy development relevant context uses BSC tool develop optimize processes enable long term sustainable efficiency gains come about area operation intending cover scale enterprise wide nature particular example given manufacturing plant detail production chain pipeline explain fits picture bigger picture enterprise attempts gain edge competition surely follows field industry related market space highlights advantages flexibility solution offers accommodate changing demands conditions apply real world situations bring complicated issue simple terms stark contrast often generalist approaches taken attempting grapple same problem details provided enough initiate informed discussion informed decision making Board Directors upper level executives senior staff members involved strategizing planning operations carried behalf organisation comes total package offered considerable value proposition worth considering sound investment right circumstances emerged present accommodating estimated cost expenditure calculating return capital ROCE ROI figures etc calculations vital aspect determining viability sustainability model proposed implementing correctly correctly implemented considered primary factor contributing sustained longevity potential success venture giving way able rise above rest remain atop apex formed position marketplace

In conclusion all four reviewed provide useful insights into various aspects managing balance scorecards starting from basics setting up deploying ways improve organizational performances even examine various angles looking strategically implement maximize returns reap most benefit existing resources expended attempt strike optimal balance between too much little any given situation These articles demonstrate ability scaled expectations applicable scenarios range industrial sectors industries due versatility freedom allows easy integration almost environment choose hence popularity widespread adoption ever increasing user base gradually growing expansion global markets economies