Kaplan and Norton propose a double-loop process that integrates the concepts of Balanced Scorecard and Strategy Map to support managers to define and implement the firm strategy more effectively. The BSC is a performance management system based on a set of few and critical indicators. These key performance indicators are linked together in a causal diagram that represents the hypotheses about the strategy. This approach supports what Argyris calls double-loop learning which facilitates the strategic learning of managers and leads to better performance. This type of learning produces changes in manager assumptions about cause-and-effect relationships and leads to a better understanding of the context, what means a process by which managers can explicit and improve their mental models about the business system. This article describes a simulation-based research for testing a system of hypotheses about the influence of the BSC approach on strategic learning and performance, which uses a System Dynamics-based micro world.