scholarly journals How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

2021 ◽  
Vol 13 (10) ◽  
pp. 5641
Author(s):  
Carlos Suárez-Gargallo ◽  
Patrocinio Zaragoza-Sáez
Keyword(s):  
Balanced Scorecard ◽  
High Grade ◽  
Exploratory Research ◽  
Online Questionnaire ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Cause And Effect ◽  
Phone Calls ◽  
Footwear Industry ◽  
Final Sample

This paper provides a deeper knowledge of the implementation of the Balanced Scorecard (BSC) in the Spanish footwear industry, under an exploratory research which has been conducted with a final sample of seven firms. An online questionnaire was developed, supported by phone calls and a personal interview. An 18–24-month-period has been found to be enough to develop solid foundations for a BSC. Financial and non-financial measures are presented in the whole firms and in the majority of the four perspectives, linked by cause-and-effect relationships, showing a high development in the BSC implementation. BSCs with a high grade of development are more likely to identify their intangibles as well as include them in the firm’s strategy. A personal BSC has been identified as a limitation. Although the strategy is spread out with meetings in the whole firms, it is not known at all levels, showing a gap to be fulfilled. Strategy maps are key in BCS implementation: they are present in the majority of the firms and show that the performance drivers reach the strategy. Firms with a high grade of development and expectation, using both financial and non-financial measures linked by cause-and-effect relationships, are more likely to define sustainable measures, integrating them in their own BSC.

scholarly journals An introduction to the Balanced Scorecard (BSC) in the spanish footwear industry

2021 ◽  
Vol 42 (08) ◽  
pp. 64-77
Author(s):  
Patrocinio ZARAGOZA-SAEZ ◽  
◽  
Carlos SUAREZ-GARGALLO ◽  
Keyword(s):  
Balanced Scorecard ◽  
Crucial Role ◽  
Exploratory Research ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Footwear Industry

This paper provides an approach in the knowledge and use of the Balanced Scorecard (BSC) in the Spanish Footwear Industry, under an exploratory research in a sample of 80 firms. Size plays a crucial role in its knowledge, interest and implementation. Those offering the broader range of products by users, are more likely to have a BSC implemented. Data suggests that BSC implementation is independent of industry and country. Who fills the questionnaire is key: top managers are most reliable.

scholarly journals The Moderating Effect of Procedural Justice on the Effectiveness of the Balanced Scorecard in Improving Managerial Performance through Organizational Commitment

2010 ◽  
Vol 12 (3) ◽  
pp. 415
Author(s):  
Supriyadi Supriyadi
Keyword(s):  
Organizational Commitment ◽  
Procedural Justice ◽  
Balanced Scorecard ◽  
Moderating Effect ◽  
Managerial Performance ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Nonfinancial Measures ◽  
The Impact ◽  
The Relationship

This study extends prior studies on the effectiveness of theBalanced Scorecard (BSC) to improve managerial performancedone by Lau and Mosser (2008) and Lau and Sholihin (2005).Specifically, the study empirically tests the moderating effects ofprocedural justice on the relationship between the financial andnonfinancial dimensions of BSC and managerial performance. Italso tests the impact of organizational commitment on performance.Based on survey data from 76 respondents, the results indicate thatperceived procedural justice in the use financial and nonfinancialdimensions of the BSC is associated with managers’ organizationalcommitment. It further finds that organizational commitment ispositively related to performance. The study extends the literatureby providing empirical evidence about the moderating effect ofprocedural justice on the relationship between the financial andnonfinancial dimensions of BSC and organizational commitment.Keywords: balanced scorecard; organizational commitment; financial measures;managerial performance; moderating effect; nonfinancial measures;procedural justice

Measuring and Managing E-Business Initiatives through the Balanced Scorecard

2011 ◽  
pp. 152-168 ◽  
Author(s):  
Wim Van Grembergen ◽  
Isabelle Amelinckx
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Perspective ◽  
Customer Perspective ◽  
A Performance

The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance measurement system that supplements traditional financial measures with the criteria that measure performance from three additional perspectives: customer perspective, internal business perspective, and innovation and learning perspective. In recent years, the Balanced Scorecard has been applied to information technology in order to ensure that IT is fairly evaluated. The proposed methodology can also be applied to e-business initiatives. In this chapter, it is illustrated how the BSC can be used to measure and manage e-business initiatives. A generic e-business Balanced Scorecard is proposed and its development and implementation is discussed.

scholarly journals PENGGUNAAN BALANCED SCORECARD DALAM STRATEGIC MANAGEMENT JAMU PUSPO

2011 ◽  
Vol 4 (1) ◽  
pp. 24-38
Author(s):  
Andre Utoro Pusposuharto ◽  
Dewi Damayani ◽  
Rieke Henriani ◽  
Jimmy Sadeli
Keyword(s):  
Balanced Scorecard ◽  
Business Processes ◽  
Management Strategies ◽  
Past Performance ◽  
Business World ◽  
Financial Measures ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
A Company

The ’balanced scorecard’ is used not only as a tool to clarify the strategy of a company, but more importantly used for planning and development strategies. Without a strategy, it is impossible to survive in a competitive and dynamic business world. Combining long-term competitive capabilities with the goal of creating a synthesized company, the balanced scorecard can be trusted to utilize the financial measures of past performance to predict future performance. This data was analyzed from four perspectives: financial, customer, internal business processes, and learning and growth. The balanced scorecard is used as a basic measure, not only of the company's long-term goals, but also from the inclusion of the vision and mission. Herbal Puspo, a company engaged in the field of herbal pharmaceuticals, is also in the process of determining the direction and objectives of the company. The authors help determine its vision and mission which is then translated into strategic objectives for the company. The authors collected data and information, including surveys and industry analysis, which is then analyzed using a variety of basic theories of management strategies such as Porter's Five Forces and the TOWS matrix. From this analysis, the authors, together with the company management, summarized a strategic measure which was then translated into the four perspectives of the balanced scorecard companies.

scholarly journals The Determination of Performance Measures by Using a Balanced Scorecard Framework

2019 ◽  
Vol 11 (1) ◽  
pp. 43-56
Author(s):  
Irem Kefe
Keyword(s):  
Balanced Scorecard ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Manufacturing Company ◽  
Strategy Map ◽  
Owned Company ◽  
The Relationship ◽  
A Company

Abstract The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and activities and examine how the BSC should be formed in a manufacturing company. The BSC framework was examined via a case study in a yarn manufacturing company. The activities to be carried out by the company to achieve its objectives and how the appropriate measures are determined in evaluating the contribution of the activities to the achievement of objectives are explained under the BSC approach. The BSC implementation and adaptation have facilitated in a family owned company because of its fast decision-making process. Objectives are made clear in accordance with the company’s strategy and causal relationship between objectives and activities are linked by the strategy map. The BSC implementation shows that financial measures are not enough to evaluate the effects of all the activities on the objectives in a company. The cooperation between departments in the company and the efficiency of corporation meetings increases. The meetings have become more result-oriented due to clarifying objectives and responsibility of individual levels.

Evaluating quantity surveying firms’ performance

2019 ◽  
Vol 69 (1) ◽  
pp. 134-152 ◽  
Author(s):  
Hannah Feyisayo Osunsanwo ◽  
Joshua Oluwasuji Dada
Keyword(s):  
Balanced Scorecard ◽  
High Performance ◽  
Performance Measure ◽  
Content Type ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Goals ◽  
Quantity Surveying ◽  
Structural Engineers ◽  
Business Relation

Purpose The purpose of this paper is to evaluate the performance of quantity surveying firms (QSFs) using the balanced scorecard (BSC) technique. Design/methodology/approach Based on a survey of 37 QSFs in Lagos State, Nigeria, the paper empirically assessed the performance of QSFs using the BSC technique. The targeted respondents were principal partners and quantity surveyor employees in the selected QSFs and relevant construction stakeholders, including clients, architects, builders and structural engineers, who usually have business relation with QSFs. Findings The findings of this paper revealed high levels of performance in non-financial measures of the BSC dimensions while low level performance is recorded in financial measure. Practical implications The exemplified performance measures allow QSFs’ managers to set their own priorities and to seek out improvements along the BSC dimensions of performance measure. The high performance recorded in non-financial perspectives needs to be sustained while a lot of efforts need to be put in place in order to improve the financial performance, thereby sustaining their viability. Originality/value This paper contributes methodologically through the application of a balance and all-encompassing principles in assessing performance. The use of this measure enables QSFs to structure a balance assessment of their operation, to identify their strengths and weakness, and to target areas for improvement in order to reach their desired business goals.

The Balanced Scorecard: Judgmental Effects of Performance Measures Linked to Strategy

2004 ◽  
Vol 79 (1) ◽  
pp. 1-23 ◽  
Author(s):  
Rajiv D. Banker ◽  
Hsihui Chang ◽  
Mina J. Pizzini
Keyword(s):  
Customer Satisfaction ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Statistical Test ◽  
Performance Evaluations ◽  
Business Unit ◽  
Test Results ◽  
Financial Measures ◽  
The Balanced Scorecard

The balanced scorecard provides a framework for selecting multiple performance measures that supplement traditional financial measures with operating measures of customer satisfaction, internal processes, and learning and growth activities. An essential aspect of the balanced scorecard lies in its articulation of the linkage between performance measures and business strategy. This study conducts an experiment to assess how individuals' evaluations of the performance of business unit managers depend on strategically linked performance measures of a balanced scorecard. Statistical test results indicate that performance evaluations are influenced by strategically linked measures more than non-linked measures only when evaluators are provided detailed information about business unit strategies. The results also confirm Lipe and Salterio's (2000) finding that evaluators rely more on common measures than on unique measures. Evaluators rely more on strategically linked measures than on common measures when they are provided information on strategic linkages, but the reverse relation holds when they are not.

scholarly journals Balanced Scorecard Application and its Challenges

2019 ◽  
Vol 2 (1) ◽  
pp. 33-58
Author(s):  
Hani Deghash
Keyword(s):  
Balanced Scorecard ◽  
Managerial Performance ◽  
Financial Measures ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Measurement Tools ◽  
Comprehensive Picture ◽  
Short And Long Term ◽  
Financial Performance Measures ◽  
Basic Characteristics

Institutions seek to obtain a comprehensive picture of their financial and managerial performance by providing indicators and measures for evaluating internal and external performance in the short and long term based on their strategic needs. Institutions' performance is measured through managerial measurement tools to improve decision-making process and achieve the institutions’ strategic objectives. Among tools used in measuring performance, there are traditional tools rely on financial measures and other tools rely on financial and non-financial performance measures, such as the balanced scorecard. This study focuses on the balanced scorecard as one of the tools used to measure performance, the reasons that led to its emergence, its dimensions, the axes contained in each dimension, its basic characteristics, advantages, the success drivers of applying the balanced scorecard, the challenges facing its application, and the steps of implementing the balanced scorecard.

scholarly journals The Balanced Scorecard and Enterprises’ Performance Evaluations: The Saudi Context

2021 ◽  
pp. 1-8
Author(s):  
Abeer AlAzzaz ◽  
Mohammed Bu haya
Keyword(s):  
Developing Countries ◽  
Saudi Arabia ◽  
Competitive Advantage ◽  
Balanced Scorecard ◽  
Decision Makers ◽  
Performance Evaluations ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Industrial Sectors ◽  
Clear Vision

The balanced scorecard is one of the most important and effective tools for evaluating the performance of companies by combining financial and non-financial measures. The research aims to study the effect of applying the balanced scorecard on evaluating the performance of small and medium-sized Saudi companies. Despite the benefits of applying the balanced scorecard, previous studies on this topic are limited. In particular, there is little research on small and medium-sized enterprises in the developing countries, such as Saudi Arabia. A questionnaire was developed and distributed to a random sample that consisted of 76 respondents from various sectors (the commercial, service, and industrial sectors). Using a descriptive analytical method, the results showed that applying the balanced scorecard has an impact on the process of evaluating the firm performance, which is reflected positively in the competitive advantage. The companies under study are keen to adopt the scorecard in order to attain first the customer dimension, followed by internal processes, learning and financial dimensions. The balanced scorecard is being implemented more in medium-sized companies as compared with small ones. This study contributes to providing a clear vision for managers, decision-makers, and researchers to help them understand the importance of implementing the balanced scorecard to improve the performance of companies.

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