development of balanced scorecard framework based on an integrated approach of cause and effect diagram, interpretive structural modeling (ism) and analytic network process (anp)

balanced scorecard is a strategic evaluation tool. reviewing of the relevant literature indicate that regardless of significant improvement of conceptual and theoretical dimension of this framework, its implementation faces with some difficulties, specially based on quantitative approach. the purpose of this paper is to propose an integrated qualitative and quantitative approach for development of balanced scorecard (bsc) based on a manufacturing firm case study. this paper illustrates how to integrate the cause and effect diagram, interpretive structural modeling (ism) and analytic network process (anp) for determining strategic objectives and performance measures and their weights in balanced scorecard. research results show that financial objectives have the most deriving power and learning and growth objectives are the most dependent objectives. moreover, the customer perspective is the most preferred one, and higher weights are assigned to these objectives: increase asset utilization in financial perspective, production with competitive price in customer perspective, identification the customer groups needs and satisfied them in internal business process and active participation in the society in learning and growth perspective.