This study provides empirical evidence on how dashboard measures are utilized in the evaluation of organizational performance. A hypothetical case, complete with dashboard measures, was presented to MBA students and graduate accounting students. Participants were asked to identify the importance of various measures and evaluate the organization's performance. Evidence gathered through the use of principal components analysis provided insight into the number of perspectives or components utilized in evaluating an organization's performance and the relative weight placed on each of those components by users of dashboard measurement systems. The evidence suggests that the number of performance measurement components and their relative composition is situational. They depend heavily on strategies of the organization. Bottom-line financial measures like return on invested capital and net profit, while perceived as more important than their nonfinancial counterparts, were not part of the extracted components suggesting that they were viewed as outcomes to be achieved by controlling more significant nonfinancial measures.