Sustainable management of national resources through implementation of balanced scorecard

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Arif
Keyword(s):  
Balanced Scorecard ◽  
National Development ◽  
Management Tool ◽  
National Defense ◽  
Cross Sectional ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Sustained Development ◽  
Management Concepts ◽  
Armed Services

PurposeThis study has been undertaken to find as to how the Pakistan defense services being resource-intensive organizations can help to secure the natural environment and achieve sustained national development by adopting modern management concepts like the balanced scorecard (BSC) while not compromising on their core aim of achieving strategic national defense objectives. With this main purpose in mind, this study focused on locating the core functionalities of Pakistan armed services to be adopted as the key perspectives for building their BSCs.Design/methodology/approachThis study is quantitative in nature, and after the formulation of hypotheses by carrying out a thorough literature review, the distributed questionnaire collected quantitative data to test the hypotheses using computer-based SPSS software. Personnel of all the three arms of Pakistan defense service, namely army, navy and the air force, formed the population of this study.FindingsThis quantitative study has found that pursuit of national purpose, availability of resources, internal processes and building for future are the main core functionalities of Pakistan defense services and can be safely adopted as the main perspectives for the development of their BSCs to ensure sustained national development by exercising economy of resources without overburdening the natural resources and the environment.Research limitations/implicationsThe findings of this study are based on cross-sectional data rather than longitudinal; therefore, these are not a representative of a dynamic situation. As the data collection for this study is limited to Pakistan, its findings cannot be generalized globally.Originality/valueThis study is unique in a way as it endeavors to bring out empirically that how a public entity like defense force can contribute to the safe keeping of environment while achieving sustained development. Most importantly, it highlights that how BSC as a management tool can help the defense force leadership to achieve desired state of sustained national development through intelligent application of precious resources placed on their disposal.

BSC and long-term deployment: an actors' perspective

2020 ◽  
Vol 21 (3) ◽  
pp. 383-396
Author(s):  
Pierre-Laurent Bescos ◽  
Aude Deville ◽  
Philippe Foulquier
Keyword(s):  
Balanced Scorecard ◽  
Single Case ◽  
Actor Network Theory ◽  
Insurance Company ◽  
Cross Sectional ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Long Run ◽  
Human Actors

PurposeThis paper examines the roles of the balanced scorecard (BSC) in a long-term perspective and with a large deployment along numerous hierarchical levels. For this purpose, we use a longitudinal analysis of an implementation in a mutual insurance company.Design/methodology/approachWe combine actor–network theory (ANT) with interventionist research (IVR) to analyze the interrelation between human and non-human actors. Our study is based on various materials like interviews, meeting reports, graphs and so on.FindingsThe BSC is considered as a non-human actor which influences the human actors and provides specific benefits from a long-term use, due to various roles played by this tool (a mediator role, completed by a role of translator and revealer).Research limitations/implicationsResearch based on larger cross-sectional studies are necessary to more deeply validate our results based on a single case study.Practical implicationsThis paper gives some insights on processes and on actors an organization can mobilize to maintain the benefits provided by a large BSC use in the long run.Originality/valueIn line with the ANT concepts, our main contribution is to explain the outcomes of an innovation in management accounting by the consequences of adaptation mechanisms grounded on actors, translations, alliances and trials of strength.

scholarly journals Bureaucracy and the balanced scorecard in health care settings

2020 ◽  
Vol 33 (3) ◽  
pp. 247-259
Author(s):  
Helena Costa Oliveira ◽  
Lúcia Lima Rodrigues ◽  
Russell Craig
Keyword(s):  
Health Care ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Local Health ◽  
Healthcare Outcomes ◽  
Structured Interviews ◽  
Content Type ◽  
Local Health Unit ◽  
The Balanced Scorecard ◽  
The Relationship

PurposeWe explore the relationship between the balanced scorecard (BSC) and neo-bureaucracy by investigating whether the operationalization of the BSC incorporates “neo-bureaucratic” ideas and whether the BSC implemented in a Portuguese Local Health Unit (LHU) demonstrates a neo-bureaucratic approach.Design/methodology/approachWe conduct semi-structured interviews with LHU staff and analyse documents to assess whether features of bureaucratic organization were evident in the use of a BSC by the LHU.FindingsWe found nine bureaucratic features evident in the LHU's BSC. These were systematization, rationality, authority, jurisdiction, professional qualification, knowledge, discipline, transparency and accountability. The BSC used at the LHU demonstrated a neo-bureaucratic approach.Originality/valueOur study helps to demystify bureaucracy and overcome prevailing prejudices regarding some of its principles. Health care managers should recognize and endorse neo-bureaucratic principles in developing a BSC. They should recognize the BSC as involving a neo-bureaucratic approach. The BSC is a valuable management tool that hospital managers should find useful in fostering flexibility, collaboration, innovation and adaptation – all of which should help lead to improved healthcare outcomes.

The balanced scorecard: subjects, concept and objects – a commentary

2012 ◽  
Vol 8 (4) ◽  
pp. 511-527 ◽  
Author(s):  
Niels Dechow
Keyword(s):  
Balanced Scorecard ◽  
Design Methodology ◽  
Object Representation ◽  
Executive Education ◽  
Content Type ◽  
Four Dimensions ◽  
The Balanced Scorecard ◽  
Starting Point ◽  
Management Concepts ◽  
The Impact

PurposeBy observations of what managers do with the balanced scorecard (BSC), the purpose of the paper is to discuss how further empirical research may be advanced, which differentiates more clearly what we study when exploring BSC work.Design/methodology/approachThe paper is based on a discussion of observations of seasoned managers working with the BSC as part of their executive education program. It offers a discussion of how insights from interaction with these managers can develop our understanding of how management concepts are constituted and can be explored.FindingsThe ways in which managers (dis‐)connect the BSC objects and concept are everything but benign. Much more could be known about the BSC, by studying both how these relationships are crafted in practice, and how the relationships crafted are influenced by the texts by which the BSC is known.Research limitations/implicationsThe paper offers a new way of framing research of popular management conceptualizations, by separating them in terms of conceptual ideas and representational objects. It offers a starting point for researching, what managers do with the BSC, and for researching what it is that works for the balanced scorecard.Originality/valueThe paper frames a quadrant approach. It distinguishes the BSC in terms of its conceptual narrative, its artefact object representation, users’ conceptual expectations and object mobilization. These four dimensions can assist researchers in finding ways to assess the impact of popular management concepts.

Monitoring performance indicators in the Portuguese hospitality sector

2019 ◽  
Vol 31 (2) ◽  
pp. 790-811 ◽  
Author(s):  
Maria Luísa Ribeiro ◽  
Maria Luísa Vasconcelos ◽  
Fátima Rocha
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Hospitality Industry ◽  
Descriptive Analysis ◽  
Management Tool ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Doctoral Research ◽  
Hospitality Sector

PurposeThis article aims to analyze performance evaluation in the Portuguese hospitality sector. It assesses the frequency with which performance indicators are monitored, the relevance assigned to them and how the two are related. It further evaluates whether performance evaluation practices in the Portuguese hospitality sector are based on the balanced scorecard (BSC) philosophy.Design/methodology/approachThe study builds upon a doctoral research addressing the hospitality sector in Portugal. Theoretically, it resorts to a literature review on performance indicators and the Portuguese hospitality sector. Empirically, it looks at a sample of four- and five-star hotels operating in Portugal in 2012. A questionnaire addressing the four perspectives of BSC was applied, and a descriptive analysis was developed.FindingsPerformance indicators cover the four perspectives of BSC in a balanced way, which confirms its relevance as a strategic management tool. However, there is no coincidence between the performance indicators most frequently monitored and those considered to be most relevant.Practical implicationsThe study reviews/identifies performance indicators suitable for the hospitality sector and highlights ways to improve their use in the Portuguese hospitality sector.Social implicationsRedirecting the use of performance indicators to long-term objectives will benefit the financial results of the hospitality industry, with positive impacts on employment. This is particularly relevant as the hospitality industry is an activity strongly characterized by seasonality.Originality/valueThis is a descriptive study related to the use of indicators in the Portuguese hotel sector, to this date inexistent/innovative. It highlights the need for changes in the choice of performance indicators in the Portuguese hospitality sector and offers suggestions for future performance evaluation frameworks.

What signifies success in e‐CRM?

2009 ◽  
Vol 27 (2) ◽  
pp. 246-267 ◽  
Author(s):  
Hande Kımıloğlu ◽  
Hülya Zaralı
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Customer Value ◽  
Business Processes ◽  
Management Tool ◽  
Measurement Tool ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Support Costs ◽  
A Performance

PurposeThis paper seeks to use the balanced scorecard approach to create a performance measurement tool for e‐CRM implementations, distinguishing the criteria which signify higher levels of success in e‐CRM for internet businesses.Design/methodology/approachA performance measurement tool assessing the success of e‐CRM implementations under the customer, internal business, innovation and learning, and financial perspectives of the balanced scorecard is constructed. A total of 72 internet businesses in Turkey were surveyed about how much their CRM implementations contributed to the improvement in various measures under these four perspectives. These businesses are categorised as those with high versus moderate levels of perceived e‐CRM success. T‐tests are conducted to find out which success criteria distinguish these two groups more significantly.FindingsCompanies with higher levels of perceived e‐CRM success claimed significantly higher levels of improvements in customer satisfaction, transaction amounts and frequency, brand image, effective database management and customer targeting, efficient business processes, technology utilisation, excellence and innovation in services, improved sales, profitability and decreased service support costs.Research limitations/implicationsThe sample size is relatively small due to the difficulty of collecting data from internet businesses on a strategic issue such as e‐CRM. Perceived e‐CRM success is assessed based on the answers of a single respondent from each business.Practical implicationsWith successful e‐CRM programs, internet businesses can experience significant levels of improvements under all the four perspectives of the balanced scorecard, including tangible measures such as financial outcomes and the less tangible indicators such as customer value, innovation, excellence, and efficiency in business processes.Originality/valueA general strategic management tool is applied to a specific process in internet businesses. Performance in e‐CRM is assessed extensively.

scholarly journals Management of Performance in Higher Education Institutions: the Application of the Balanced Scorecard (BSC)

2018 ◽  
Vol 1 (3) ◽  
pp. 168
Author(s):  
Peter N. Kiriri
Keyword(s):  
Higher Education ◽  
Balanced Scorecard ◽  
Higher Education Institutions ◽  
National Development ◽  
Management Tool ◽  
Organization Performance ◽  
The Balanced Scorecard ◽  
Strategic Goals ◽  
The Times ◽  
Business As Usual

Universities play a crucial role in the development of any nation. The success of Higher Education Institutions (HEIs) is the bedrock of the growth in human capacity required to support the growth of an economy. However, HEIs have been criticized for not playing their rightful role in national development. This has been partly attributed to not being able to manage their performance in view of the dynamic and turbulent environment they are operating in. Most HEIs have been caught up in the “business as usual” situation preferring doing things in the traditional ways as opposed to changing with the times. As a result their survival has been at risk especially from those HEIs who have adopted the “business un-usual” mentality. It is as a result of the challenges facing Kenyan HEIs that this paper proposes an adoption of the Balanced Scorecard as a management tool in HEIs. This paper provides a review of literature on the HEI environment globally and in Kenya, highlighting the challenges faced by Kenyan HEIs and proposes the use of the BSC to address the same. The BSC is a tool that helps mainstream the vision and mission of HEIs in their activities thus making the HEIs become strategy focused organizations. The BSC is a strategic planning and management system used to align business activities to the vision and strategy of the organization and to monitor organization performance against strategic goals. Finally, a sample BSC for HEIs in Kenya is proposed. It is felt that if HEIs focused on the issues proposed and measured their performance on the issues identified, their performance will be improved tremendously.

Empirical investigation of balanced scorecard’s theoretical underpinnings

2015 ◽  
Vol 11 (4) ◽  
pp. 546-572 ◽  
Author(s):  
Christos Sigalas
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicators ◽  
Discriminant Validity ◽  
Mail Survey ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Convergent And Discriminant Validity ◽  
Confirmatory Factor

Purpose – The purpose of this study is to investigate empirically the balanced scorecard (BSC)’s theoretical underpinnings. Design/methodology/approach – This study undertakes a cross-sectional, self-administered e-mail survey to examine the convergent and discriminant validity of the performance indicators of the BSC’s four perspectives using principal components analysis and confirmatory factor analysis. Findings – The results suggest that the performance indicators of each BSC’s perspective converge with the same perspective’s performance indicators and discriminate from other perspectives’ performance indicators. Research limitations/implications – Future researchers are invited to conduct conceptual-level tests of the BSC framework using the newly constructed subjective scales of the performance indicators of the BSC’s perspectives. Furthermore, scholars conducting empirical research on the field are encouraged to further investigate the BSC’s theoretical underpinnings using various research designs, multiple research methods and a combination of existing and new BSC’s performance indicators. Originality/value – This study contributes to the academic stream of management accounting and strategic management field by: empirically validating the BSC’s theoretical underpinnings that is a prerequisite for the BSC to advance from a framework to a theory and providing subjective scales for measuring the generic performance indicators of the BSC’s four perspectives that can be used in future research of the BSC framework’s hypotheses. In addition, the literature is enhanced with a newly developed perceptual measure of firm performance with attributes of the BSC’s four perspectives.

Implementing the balanced scorecard in a local government sport organization

2017 ◽  
Vol 66 (3) ◽  
pp. 362-379 ◽  
Author(s):  
Panagiotis Dimitropoulos ◽  
Ioannis Kosmas ◽  
Ioannis Douvis
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Content Type ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
The Public ◽  
Sport Organization ◽  
The Impact

Purpose The purpose of this paper is to examine the issue of performance management in the public sector and specifically the implementation of the balanced scorecard (BSC) methodology on a public (municipal) non-profit sport organization in Greece. The research provides a discussion on the BSC development process, the goals set on each pillar and the outcome that the organization achieved, in order to be used as a roadmap for other managers in the public sector. Design/methodology/approach The study used information extracted from the municipal board of Papagos-Holargos city in Greece, including board reports, documents and decision transcripts and open-ended interviews related to the implementation of BSC method, as well as to the impact of this decision on the quality of services, citizens’ satisfaction and the improvement of internal processes. Findings The results indicated that the citizens of Papagos-Holargos perceived sport services to be of enhanced quality related to/when compared to the previous years (based on a questionnaire submitted by the citizens of Papagos-Holargos at the end of the each sample per year). In addition, the staff improved its skills and abilities by participating in training seminars and, in general, the implementation of the BSC method on the municipal sport organization of Papagos-Holargos city sets the basis for an effective performance management which can enhance its future sustainability. Practical implications Managers of municipal and public sport organizations could use the findings of the study as a roadmap for discussing, evaluating and possibly implementing the BSC approach in their organizations’ daily operations. Originality/value This study fills a significant gap in the existing literature on the implementation of a traditional business performance management tool on a non-profit public sport organization.

scholarly journals Operationalising performance management in local government: The use of the balanced scorecard

2018 ◽  
Vol 16 ◽  
Author(s):  
Zwelinzima J. Ndevu ◽  
Kobus Muller
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
Performance Management ◽  
Balanced Scorecard ◽  
National Development ◽  
Well Being ◽  
Management Tool ◽  
Measurement Instruments ◽  
Critical Question ◽  
The Balanced Scorecard

Orientation: Local government forms that part of the public sector closest to citizens and therefore indispensable in its role of providing essential goods and services and developing the local area. Local government has the authority and functions necessary to provide services for the maintenance and promotion of the well-being of all people within their area and should provide access to basic services such as water, electricity and health care.Research purpose: This study examines performance management as a tool in local government effective provision service delivery. The critical question addressed in this paper was how the balanced scorecard (BSC) can be used to improve performance in the context of local government and assist in eradicating the current challenges of lack of quality services, poverty and infrastructure development.Motivation for the study: The need for continuous improvement in service delivery at local government compounded by high levels of service delivery protest requires regular review of performance management system.Research approach: To understand the current context and challenges facing local government, the applicable legislative framework including the Constitution, white paper and the National Development Plans were perused to better understand the legal environment in which local government operates. A literature review was undertaken to evaluate theory on organisational effectiveness. Semi-structured interviews were used to solicit expert opinions.Main findings/managerial implications: The BSC approach emerged as the preferred tool because the method offered the authors the opportunity to review non-financial and financial factors to arrive at a balanced conclusion. A BSC tool was developed and applied to the Joe Gqabi District Municipality as a case study.Practical implications: The BSC as a performance management tool enables organisations to clarify their vision and strategy and translate them into goal or actions.Contribution/value-add: The research findings conclude that there was acknowledgement of the importance of performance measurement instruments in the municipality, yet the municipality still experienced challenges caused by the performance review process not being transparent and not communicated to all stakeholders.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

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