This study conducts a longitudinal quantitative analysis of the lifecycle of the Balanced Scorecard (BSC), challenging the conventional dichotomy of management tools as either transient fads or foundational practices. Utilizing Google Trends search volume index data for the term "Cuadro de Mando Integral" from January 2004 to the present, this research employs a single-source time-series methodology to investigate the trajectory of public interest. The analysis incorporates descriptive statistics and time-series decomposition to identify secular trends, inflection points, and cyclical patterns. Findings reveal that the BSC does not conform to the classic management fashion model of rapid ascent and collapse. Instead, it exhibits a "Strategic Erosion Pattern," characterized by a prolonged, structural decline from peak popularity to a stabilized state of niche relevance. Predictive models suggest this interest will persist at a low but constant level. The data demonstrate highly regular institutional rhythms, including predictable annual seasonality aligned with academic and corporate planning cycles, and statistically significant pluriannual cycles of 10 and 6.7 years, suggesting periodic renewal driven by broader economic or technological waves. This research contributes a nuanced lifecycle model to management science literature, demonstrating that declining public attention does not equate to organizational obsolescence. For practitioners, these findings offer a framework for anticipating renewed interest and making informed decisions about the strategic value of mature management tools, independent of prevailing hype. The study also validates the use of digital trace data as a robust proxy for monitoring the public discourse surrounding management innovations.

Title (English): Google Trends Search Trend Analysis for Cuadro de Mando Integral © 2025, Diomar G. Añez B., y Dimar J. Añez B. Repository: https://github.com/Wise-Connex/Management-Tools-Analysis.git Programming Language: Python Development Status: Active