The application of the balanced scorecard in performance assessment of knowledge management

2010 ◽  
Author(s):  
Zhang Ruihong
Keyword(s):  
Knowledge Management ◽  
Performance Assessment ◽  
Balanced Scorecard ◽  
The Balanced Scorecard

The Influence of Knowledge Management Process Supported With Organizational Strategies on Organizational Performance via Organizational Innovation and Technology

2018 ◽  
pp. 711-751 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Stock Market ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Strategies ◽  
Organizational Strategies ◽  
The Balanced Scorecard ◽  
Management Processes ◽  
Innovation And Technology ◽  
Knowledge Management Processes

In this chapter, the authors aim to investigate the impact of knowledge management and strategy configuration coherence on İstanbul stock market businesses' innovation and organizational performance through a quantitative analysis carried out on a sample of 203 İstanbul stock market businesses. This study also identified the relationship of organizational performance from the standpoint of the balanced scorecard, which includes the customer-related, internal business process and perceptual financial aspects of organizational performance in İstanbul stock market businesses context. A survey was administered and a sample of 203 middle managers was analyzed using partial least squares (PLS-Smart 2.0) for inferential analysis and SPSS version 22 for descriptive insights. The results of the study revealed that business strategies influence the knowledge management processes fully or partially. Knowledge management processes influence the innovation partially. Innovation influences the organizational performance fully. Knowledge management processes and technology influence the organizational performance partially. Knowledge management processes, technology, and business strategies influence the organizational performance partially.

The balanced scorecard: Sustainable performance assessment for forensic laboratories

2012 ◽  
Vol 52 (4) ◽  
pp. 209-216 ◽  
Author(s):  
Max Houck ◽  
Paul J. Speaker ◽  
Arron Scott Fleming ◽  
Richard A. Riley
Keyword(s):  
Performance Assessment ◽  
Balanced Scorecard ◽  
The Balanced Scorecard ◽  
Sustainable Performance

scholarly journals Penilaian Kinerja Bank Mega Syariah Dengan Metode Balanced Scorecard Periode 2015-2019

2021 ◽  
Vol 1 (1) ◽  
pp. 66-81
Author(s):  
Wahyuni Aminatun ◽  
Parno Parno ◽  
Angrum Pratiwi
Keyword(s):  
Performance Assessment ◽  
Business Process ◽  
Balanced Scorecard ◽  
Financial Services ◽  
Annual Reports ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

The purpose of this study was to determine the performance assessment of Bank Mega Syariah with the Balanced Scorecard method. There are four aspects of assessment in the balanced scorecard, namely financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. The research method used is descriptive quantitative. The type of data is secondary, sourced from the Financial Statements and Annual Reports that have been published by Bank Mega Syariah. The data collection technique uses the documentation method from the official website of the Financial Services Authority, and the official website of Bank Mega Syariah. Data analysis technique is to calculate the score of each perspective, based on predetermined criteria. The results obtained from the analysis of the performance assessment of Bank Mega Syariah using the Balanced Scorecard method for the 2015-2019 period, for a financial perspective the NPF ratio shows a healthy predicate, the FDR ratio with a fairly healthy predicate, and an ROA ratio with a healthy predicate. healthy predicate, ROE ratio with fairly healthy predicate, BOPO ratio with very healthy predicate, and CAR ratio with very healthy predicate. For the customer perspective, it shows a decrease in Market Share and shows an increase in Customer Profitability. For the internal business process perspective, it shows an increase in Process Innovation and an increase in After Sales Service. For the learning and growth perspective, it shows a decrease in employee retention and shows an increase in employee productivity.Tujuan penelitian ini adalah mengetahui penilaian kinerja Bank Mega Syariah dengan metode Balanced Scorecard. Terdapat empat aspek penilaian dalam balanced scorecard, yaitu perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal, dan perspektif pembelajaran dan pertumbuhan. Metode penelitian yang digunakan adalah kuantitatif deskriptif. Jenis data yaitu sekunder, yang bersumber dari Laporan Keuangan dan Laporan Tahunan yang telah dipublikasi oleh Bank Mega Syariah. Teknik pengumpulan data menggunakan metode dokumentasi dari website resmi Otoritas Jasa Keuangan, dan website resmi Bank Mega Syariah. Teknik analisis data yaitu dengan menghitung skor masing-masing perspektif, berdasarkan kriteria yang telah ditetapkan. Hasil yang diperoleh dari kajian analisis penilaian kinerja Bank Mega Syariah dengan menggunakan metode Balanced Scorecard periode 2015-2019, untuk perspektif keuangan pada rasio NPF menunjukkan predikat sehat, rasio FDR dengan predikat cukup sehat, rasio ROA dengan predikat sehat. predikat sehat, rasio ROE dengan predikat cukup sehat, rasio BOPO dengan predikat sangat sehat, dan rasio CAR dengan predikat sangat sehat. Untuk perspektif pelanggan menunjukkan penurunan Pangsa Pasar dan menunjukkan peningkatan Profitabilitas Pelanggan. Untuk perspektif proses bisnis internal menunjukkan peningkatan dalam Inovasi Proses dan peningkatan Layanan Purna Jual. Untuk perspektif pembelajaran dan pertumbuhan menunjukkan penurunan Retensi Karyawan dan menunjukkan peningkatan Produktivitas Karyawan.

Balanced scorecard-based performance assessment of Turkish banking sector with the Analytic Network Process (ANP)

2020 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Hasan Dincer ◽  
Umit Hacioglu ◽  
Serhat Yuksel
Keyword(s):  
Performance Assessment ◽  
Balanced Scorecard ◽  
Banking Sector ◽  
Investment Decision ◽  
Analytic Network Process ◽  
Foreign Banks ◽  
The Balanced Scorecard ◽  
Financial Factor ◽  
Bank Ownership ◽  
Network Process

In the last decade, Performance assessment of banking sectors in advanced economies became a prominent issue investment decision. This paper aims to evaluate the balanced-scorecard-based performance of the Turkish banking sector using the Analytic Network Process Approach. Within this scope, all 33 deposit banks were intended to analyze out of 34 banks. Within this scope, we made an analysis in order to determine which perspectives of the balanced scorecard approach are appropriate for each type of bank (state banks, private banks, foreign banks). In this study, we used Analytic Network Process (ANP) approaches so as to achieve this objective. With a balanced-scorecard performance assessment of the banking sector using the ANP approach, all the factor priorities have been extracted and normalized to one for each cluster and final priorities have been obtained. The final priorities and rankings of each perspective of the balanced scorecard and the type of bank ownership have been assessed in the model. According to the results of the analysis, Findings demonstrate that (i) financial factor of balanced scorecard approach has the first rank with 65.7 percent; (ii) Customer perceptive is in the second rank with 22.1 percent. (iii)Third and fourth ranks have close results, (iv) learning and growth stay in the third rank with 6.3 percent (v) internal factor has the weakest importance with 5.9%, (vi) state banks into bank ownership have the highest rank with 53.9 percent, (vii) Private owned banks are the second in the relative performance of the bank groups with 36.1%, (viii) Balanced scorecard based performance of foreign banks are replaced in the last order with approximately 10%.

Knowledge Management Strategies

2015 ◽  
pp. 184-194
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

Knowledge Management Strategies

2015 ◽  
pp. 857-867
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

The TRANSFORMATION BASED ON OUTCOMES PERFORMANCE ASSESSMENT INSTRUMENTATION MODEL 0F THE NATIONAL STANDARD OF EDUCATION TO THE BALANCED SCORECARD

2020 ◽  
Vol 7 (11) ◽  
pp. 503-525
Author(s):  
Saut ◽  
Paningkat Siburian ◽  
Wanapri Pangaribuan
Keyword(s):  
High School ◽  
Performance Assessment ◽  
Balanced Scorecard ◽  
High Reliability ◽  
Assessment Instrument ◽  
National Standard ◽  
Education Standards ◽  
The Balanced Scorecard ◽  
National Education ◽  
High School Outcomes

AbstractThe performance assessment of the outcomes of a high school must use a valid and reliableassessment instrument. The instrument model for an outcomes performance assessment thatis built from the transformation of the National Education Standards to the Four BalancedScorecards perspectives produce 65 assessment items that are valid and have high reliability. High school outcomes performance assessment in North Sumatra can be done by using aformulated model of an outcomes performance assessment instrument so that the hope is thatthe quality of SMA can be improved.

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