Knowledge Management and Balanced Scorecard Outcomes: Exploring the Importance of Interpretation, Learning and Internationality Tracy L. Gonzalez-Padron, Brian R. Chabowski, 1 G. Tomas M. Hult 2 and David J. Ketchen Jr 3 University of Colorado at Colorado Springs, USA, 1 Collins College of Business, University of Tulsa, Tulsa, OK 74104, USA, 2 Broad International Business Center and Academy of International Business, The Eli Broad Graduate School of Management, Michigan State University, East Lansing, MI 48824-1121, USA, and 3 Auburn University, College of Business, Auburn, AL 36849-5241, USA Email: tgonzale@uccs.edu; brian-chabowski@utulsa.edu; hult@msu.edu; ketchda@auburn.edu The topics of shared interpretation, organizational learning and firm internationaliza- tion have been studied extensively. Though considered important factors that shape the international competitive landscape, research synthesizing these interrelated areas has been limited to date. We use the balanced scorecard as a framework for assessing how organizational learning and sensemaking influence actions relating to a global marketing strategy and subsequent financial performance. Using data from 169 multinational corporations, findings indicate that a specific set of knowledge activities is related to balanced scorecard outcomes (e.g. customer performance, innovation and learning performance, and internal process performance). The hypothesized importance of customer performance is confirmed as the only balanced scorecard outcome significantly related to financial performance. A post hoc analysis revealed further insights for future research opportunities. Overall, these results suggest that firms can improve their competitive position by emphasizing shared interpretation within the organization and including balanced scorecard elements when assessing performance. Introduction Today’s firms are confronted with a vast set of competitive challenges that include the ongoing internationalization of markets, rapid advance- ments in information technology, and the emer- gence of new organizational forms. To achieve better competitive and financial performance, companies with operations in multiple countries seek to be globally integrated. In particular, global marketing strategy plays a critical role in determining worldwide performance of the multi- national corporation (MNC) (Katsikeas, Samiee and Theodosiou, 2006). However, assessing MNC performance requires more than financial performance measures. The benefits of a global strategy include cost reduction, improved quality of products and programmes, enhanced customer preference, and increased competitive leverage (Yip, 2003). Additionally, with diverse national- ities involved, implementing a global strategy often requires changes that are disruptive and difficult . As such, knowledge management and organizational learning are seen as critical for This study was funded by the Center for International Business Education and Research at Michigan State University (MSU-CIBER). British Journal of Management, Vol. 21, 967–982 (2010) DOI: 10.1111/j.1467-8551.2009.00634.x r 2009 The Author(s) British Journal of Management r 2009 British Academy of Management. Published by Blackwell Publishing, 9600 Garsington Road, Oxford OX4 2DQ, UK, and 350 Main Street, Malden, MA 02148, USA.