Performance measurement system implementation using Balanced Scorecard and statistical methods

2011 ◽  
Vol 60 (5) ◽  
pp. 493-511 ◽  
Author(s):  
Changiz Valmohammadi ◽  
Azadeh Servati
Keyword(s):  
Performance Measurement ◽  
Statistical Methods ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
System Implementation

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.

Measuring up: do you have a scorecard?

2002 ◽  
Vol 2 (4) ◽  
pp. 181-187
Author(s):  
K. Johnson
Keyword(s):  
Best Practices ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Business Practices ◽  
Actual Performance ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
A Performance

Performance measurement can be an effective tool in driving organization improvement to enable your utility to become more competitive, or improve customer satisfaction. WERF Project #99-WWF-7, Developing and Implementing a Performance Measurement System, is developing performance measurement systems by investigating a number of “best practices” in other industries and implementing selected practices at various water/wastewater utilities nationwide to determine how these practices can be adapted and applied. This joint WERF/AWWARF research project has been underway since mid-1999 to provide methods and tools that enable the utility to develop and implement a performance measurement system based on a demonstrated, proven approach. The Volume I Report summarizes the secondary research and project approach. Well designed, properly implemented performance measurement systems can enable utilities to achieve new levels of performance in terms of efficiency, quality, and effectiveness. Interest in performance measurement is increasing in all competitive businesses and industries today, and has been advanced through concepts such as the Balanced Scorecard. Utilities can employ these same concepts and learn “best practices” from other industries' experiences. While a performance measurement system alone does not improve performance or make a utility competitive, when combined with an appropriate business strategy and performance improvement initiatives, it can drive a cycle of change. A successful performance measurement system combines a holistic approach around improved business practices and effective human/organizational strategies in addition to actual performance information for operational decision-making.

The Benefits of an E-Business Performance Measurement System

2011 ◽  
pp. 158-169
Author(s):  
David Barnes ◽  
Matthew Hinton
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Best Practice ◽  
Performance Metrics ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Business Operations ◽  
Performance Measurement Systems

This chapter investigates how organizations have been adapting their performance measurement practices in response to their adoption of e-business in their business operations. It aims to identify the features and benefits of an effective e-business performance measurement system. Twelve organizations known to have had some success in developing performance measurement systems suitable for the online environment were studied. The researchers found that these organizations adopted an incremental rather than a radical approach to changing their performance measurement system for e-business, thereby avoiding the costs and disruption associated with the introduction of more complex performance metrics. Secondly, they eschewed the use of best practice recipes (such as the balanced scorecard). The study concludes that although these results may be at odds with the prescriptive generic performance measurement literature, they may be appropriate for the current state of development of e-business.

scholarly journals ANALISIS PENGUKURAN KINERJA PADA DINAS PERHUBUNGAN KAB. MANDAILING NATAL BERBASIS BALANCED SCORECARD (BSC)

Wahana ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 114-134
Author(s):  
Heriyanti - Tampubolon
Keyword(s):  
Performance Measurement ◽  
Business Process ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Actual Condition ◽  
Performance Measurement System ◽  
Department Of Transportation ◽  
Financial Perspective ◽  
Process Perspective ◽  
Internal Business Process

The performance of local governments are much under the spotlight. People are asking the benefits of public services. Now the Department of Transportation Mandailing Natal using LAKIP as performance reports. But the performance is reflected in LAKIP often it is not the actual condition. SAKIP still limited to the determination of the vision, mission and goals of the organization. The purpose of this research are: (1) to formulate the design performance measurement system based on the BSC approachment at the Department of Transportation Mandailing Natal, (2) to formulate the design of strategic maps that the relevant for the Department of Transportation Mandailing Natal and  (3) analyze the results of performance measurement at the Department of Transportation Mandailing Natal based on the BSC in 2018. The method used are the AHP and BSC with four perspectives: financial perspective, customer perspective, perspective of business process internal and learning and growth perspective. The results design of the performance measurement system consists of 10 strategic goals and 17 Key Performance Indicators (KPI). The result of AHP is the customer's perspective (0.557), the financial perspective (0.273), internal business process perspective (0.087) and learning and growth perspective (0.083). And the results of performance measurement Mandailing Natal Department of Transportation in 2018 is 71.97% (red = less). Score the highest performance is the perspective of learning and growth of 85.48% (yellow), score the performance of internal business process perspective is 75.72% (red) score financial perspective is 70.24% (red) to score the performance of the customer's perspective score is 70.22% (red).Keywords: Performance, Performance Measurement, Perspective, Balanced Scorecard (BSC)

Testing Strategy with Multiple Performance Measures: Evidence from a Balanced Scorecard at Store24

2015 ◽  
Vol 27 (2) ◽  
pp. 39-65 ◽  
Author(s):  
Dennis Campbell ◽  
Srikant M. Datar ◽  
Susan L. Kulp ◽  
V. G. Narayanan
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Performance Measures ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Strategies ◽  
Performance Measurement System ◽  
Testing Strategy ◽  
Strategy Formulation ◽  
Specific Performance

ABSTRACT This study investigates the idea that business strategies can be tested and validated based on statistical analysis of a firm's internal performance measures. The strategy literature describes business strategies using the concepts of formulation, implementation, and fit. The management accounting literature links these strategy concepts with the selection and use of performance measures. Building on these two streams we examine whether and how a multidimensional performance measurement system can be used to distinguish between strategic problems related to strategic inputs, customer-oriented strategic outputs, and financial performance. We use data from the performance measurement system of a field site that formulated, implemented, and subsequently abandoned an innovative operating strategy. Managers learned the strategy was ineffective over a two-year period. We find that the company's internal performance measures systematically reveal more timely information about problems with the strategy. Furthermore, the performance measures can help identify where and why the strategy failed. The results are consistent with strategy inputs leading to positive customer experiences but poor financial performance because of a poor fit between the strategy and the firm's internal capabilities and skills. These results provide evidence that strategically linked firm-specific performance measures can be used (1) to evaluate strategy on a timely basis, and (2) to distinguish between problems, such as strategy formulation, implementation, and fit, that cause strategies to fail.

Managing Value Creation within the Firm: An Examination of Multiple Performance Measures

2004 ◽  
Vol 16 (1) ◽  
pp. 107-131 ◽  
Author(s):  
Lisa Bryant ◽  
Denise A. Jones ◽  
Sally K. Widener
Keyword(s):  
Performance Measurement ◽  
Outcome Measures ◽  
Performance Measures ◽  
Measurement System ◽  
Value Creation ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Performance Measurement System ◽  
Cross Sectional ◽  
Performance Measurement Systems

There has been an emphasis in recent years on understanding how value is created within the firm. To understand what drives value, managers must have in place performance measurement systems designed to capture information on all aspects of the business, not just the financial results. Many firms are implementing a Balanced Scorecard (BSC) performance measurement system that tracks measures across four hierarchical perspectives: learning and growth, internal business processes, customer, and financial perspectives. Although BSCs should ideally be tailored to each firm's unique strategy, evidence shows that managers tend to rely on generic measures, particularly as measures of the outcome of each perspective. We use cross-sectional data on seven archival measures from 125 firms over a five-year period to proxy for typical outcome measures of the four BSC perspectives. We find that a model that allows each outcome measure to be associated with outcome measures in all higherlevel BSC perspectives captures the value-creation process better than a relatively simple model that allows each measure to be a driver of only the next perspective in the BSC hierarchy. We also find differences in the relations among performance measures when firms implement a performance measurement system that contains both financial and nonfinancial measures versus one that relies solely on financial measures.

scholarly journals PERANCANGAN SISTEM STANDARISASI DESA WISATA KABUPATEN BANTUL DENGAN MODEL SISTEM PENGUKURAN KINERJA BALANCED SCORECARD GUNA PENGUATAN INDUSTRI PARIWISATA DAERAH

2017 ◽  
Vol 8 (2) ◽  
pp. 1
Author(s):  
Yasrin Zabidi ◽  
Suhardiwamo Suhardiwamo
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Assessment Instrument ◽  
Performance Criteria ◽  
Performance Measurement System ◽  
Design Phase ◽  
Strategic Objectives ◽  
Tourist Village

Bantul regency until now has approximately 36 villages wisata. Standarisasi tourist village needs to be done, which is the standard tourist village which is categorized as an embryo, develops, and advanced. These standards can be used by Disbudpar to determine work programs such as mentoring programs, counseling, training for rural tourism in the category or the developing embryo. One standardized assessment instrument is the assessment of performance against a tourist village. Therefore, in this study, researchers are trying to design a system of standardization of the tourist village of Bantul model performance measurement system balanced scorecard that includes the identification of performance criteria, strategic objectives, determining indicators of performance, the determination method / means of performance measurement precise, systematic and easy to use, as well as the design of performance reporting. The design activity in this study is divided into four phases, namely: the initial phase of the study and formulation of the problem, the design phase, the phase of analysis and conclusion phase. Early research phase and the formulation of the problem include the formulation of the problem and determine the research objectives. Design phase includes the design process performance measurement system with Balanced Scorecard method which includes the establishment of strategic objectives, the establishment of performance indicators (key performance indicators / KPIs), target setting and action plans, draft worksheet performance measurement methods Omax and draft reporting of performance-based website. Phase analysis includes analysis of balanced scorecard performance measurement system that includes analysis perspective, the analysis of strategic objectives, KPI analysis and analysis of the strategy map. Phase conclusions include conclusions from the findings and suggestions. From the research performance based on four perspectives of the balanced scorecard, namely financial, customer, internal business processes, learning and growth. Strategic objectives that form there are 10 and there are 24 KPI KPI formed. Besides of this study the formation worksheet Omax performance measurement method, so that can know the value of each performance indicator of performance and total performance in a particular period.

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