Stemming from the observation that organizations around the globe are now growingly increasingly embracing multi-perspective performance reporting, this study investigated the application of BSC framework by manufacturing companies in Nigeria. Data collected with the aid of a structured-questionnaire were analyzed using descriptive statistics, Mann-Whitney U test, Kruskal-Wallis test, and binary logistic regression analysis. Results from the analysis of responses from 104 adopters suggested that although manufacturing firms regarded the BSC perspectives as important, the utilization rate of BSC was found to be low. It was detected that organizational factors such as organizational life cycle, size, market orientation, affiliation to foreign entity, availability of specialist skills, and business strategy explain the difference in the usage level of BSC observed among the manufacturing companies;, thus, validating the contingency theory and extending studies on contextual factors affecting the use of management accounting innovations. Furthermore, contingent variables such as affiliation to a foreign entity, availability of specialist skills, and business strategy predict the intense application of BSC. Seeing that availability of specialist skills is the strongest predictor of the intense excessive use of BSC, the study discourages the practice of enmeshing the management accounting function with the general accounting/ finance function.
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