scholarly journals ICT support for measuring customer metrics defined by the Balanced Scorecard method

2006 ◽  
Vol 54 (3) ◽  
pp. 19-26
Author(s):  
František Dařena
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
General Framework ◽  
Individual Performance ◽  
Management Process ◽  
The Balanced Scorecard ◽  
Customer Perspective ◽  
Strategic Management Process ◽  
Determining Factor

In the paper an approach to support of strategic management process using the Balanced Scorecard method is discussed. The main focus is primarily directed to the customer perspective as the most important determining factor of today‘s strategic management. The article suggests general framework for construction of individual performance indicators from this field independently on particular implementation of existing information system in the organization. Methods of gaining necessary information from organization‘s database and from organization‘s environment using customer research are considered.

A proposed framework for integrating the balanced scorecard into the strategic management process

2004 ◽  
Vol 4 (2) ◽  
pp. 147-165 ◽  
Author(s):  
Nikolaos G. Theriou ◽  
Efstathios Demitriades ◽  
Prodromos Chatzoglou
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Process ◽  
The Balanced Scorecard ◽  
Strategic Management Process

scholarly journals METHODICAL ASPECTS OF APPLYING STRATEGY MAP IN AN ORGANIZATION

2013 ◽  
Vol 11 (1) ◽  
pp. 153-167 ◽  
Author(s):  
Piotr Markiewicz
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Management Process ◽  
Methods And Techniques ◽  
Strategy Map ◽  
And Performance ◽  
Strategic Management Process

One of important aspects of strategic management is the instrumental aspect included in a rich set of methods and techniques used at particular stages of strategic management process. The object of interest in this study is the development of views and the implementation of strategy as an element of strategic management and instruments in the form of methods and techniques. The commonly used method in strategy implementation and measuring progress is Balanced Scorecard (BSC). The method was created as a result of implementing the project “Measuring performance in the Organization of the future” of 1990, completed by a team under the supervision of David Norton (Kaplan, Norton 2002). The developed method was used first of all to evaluate performance by decomposition of a strategy into four perspectives and identification of measures of achievement. In the middle of 1990s the method was improved by enriching it, first of all, with a strategy map, in which the process of transition of intangible assets into tangible financial effects is reflected (Kaplan, Norton 2001). Strategy map enables illustration of cause and effect relationship between processes in all four perspectives and performance indicators at the level of organization. The purpose of the study being prepared is to present methodical conditions of using strategy maps in the strategy implementation process in organizations of different nature.

scholarly journals COMPANY PERFORMANCE APPRAISAL USING THE BALANCE SCORECARD METHOD TO IMPROVE PERFORMANCE IN PUBLIC COMPANIES JASA TIRTA I

Profit ◽  
2021 ◽  
Vol 15 (01) ◽  
pp. 1-7
Author(s):  
Supriyadi Eko Prasetiyo ◽  
Mohammad Burhan ◽  
Gaguk Apriyanto
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Company Performance ◽  
Public Performance ◽  
Public Companies ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Jasa Tirta I Public Company is a state-owned company engaged in the management of water resources. The quality of the performance of an organization can be known by measuring the performance of the achievement of performance indicators. Comprehensive planning of performance indicators is needed. This study aims to determine the performance measurement of Perum Jasa Tirta I by the Balanced Scorecard method and then analyzed by the PDCGA (Plan-Do-Check-Goal-Action) method for continuous improvement to improve company performance. The research method used in this study uses a mixed-method approach. The results showed that the measurement of public performance based on the Balanced Scorecard Perum Jasa Tirta I 2015-2019 method is divided into 4 approaches: financial perspective, customer perspective, internal business process perspective, and learning & growth perspective including good performance. Judging from the financial perspective it is included in the very good category. From the customer perspective, it is included in the excellent category. From the internal business perspective it is classified as quite good, Electricity Raw Water Service indicators reached 93% of the 100% target and environmental management achieved 97% of the 100% target. From the perspective of learning & growth in the excellent category.

Balanced Scorecard – a strategic management system of the higher education institution

2015 ◽  
Vol 29 (2) ◽  
pp. 167-176 ◽  
Author(s):  
Myroslava Hladchenko
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Management System ◽  
General Framework ◽  
Education Institution ◽  
Higher Education Institution ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Balanced Scorecards

Purpose – The purpose of this paper is to focus on the comparative analysis of the Balanced Scorecards of four higher education institutions and aims to define the general framework of the Balanced Scorecard for the higher education institution which concerns: the structure and elements of the Balanced Scorecard; development of the Balanced Scorecards on the different levels of the management system of the higher education institution; definition of the main functions of the Balanced Scorecard which it performs in the process of the strategic management of the German higher education institutions. Balanced Scorecard is analyzed as a strategic management system that translates a higher education institution’s strategy into a comprehensive set of performance measures that provides a framework for a strategic measurement and management system. Design/methodology/approach – The comparative content analysis of the Balanced Scorecards of one Austrian and three German higher education institutions – Johanes Gutenberg University Mainz, Münster University of Applied Sciences (Fachhochschule Münster), Cologne University of Applied Sciences (Fachhochschule Köln), Montan University Leoben. Findings – Using a comparative analysis of the Balanced Scorecards of four higher education institutions this paper argues that Balanced Scorecard provides a systemic view of the strategy of a higher education institution. It ensures a full complex framework for implementation and controlling of the strategy and sets a basis for further learning in the process of the strategic management of the higher education institution according to the scheme “plan-do-check-act”. Research limitations/implications – This paper provides a basis for the substantial further work on the development of the general framework of the Balanced Scorecard for the higher education institution. Practical implications – The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution. Social implications – The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution. Originality/value – This paper indicates the particularities of the structure and elements of the Balanced Scorecard, its development in the different levels of the management system of the higher education institution.

scholarly journals A framework for big data integration within the strategic management process based on a balanced scorecard methodology

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Mouhib Alnoukari
Keyword(s):  
Big Data ◽  
Strategic Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
The Body ◽  
Management Process ◽  
Management Processes ◽  
The Impact ◽  
Strategic Management Process ◽  
New Framework

The purpose of this research is to study the impact of big data initiatives onstrategic management processes. While the majority of strategic management disciplines havehad research dedicated to the use of strategic management theories to understand how big dataaffect organizational performance, the body of research on big data lacks academic work capableof examining how to integrate big data into the strategic management process. The maincontributions of this work are: (1) it highlights the strategic use of big data; (2) it analyses themain frameworks/models proposed by scholars that support the use of big data as a strategicmanagement tool, and outlines this research gap; and (3) it proposes a new framework thatintegrates big data within the strategic management process based on a balanced scorecardmethodology.

scholarly journals Aplicação do Balanced Scorecard como Ferramenta de Gestão Estratégica em uma Empresa Transportadora de Cargas

2021 ◽  
Vol 25 (41) ◽  
pp. 73-84
Author(s):  
Gabriel Adam Bilato ◽  
Herlandí de Souza Andrade
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Swot Analysis ◽  
Freight Transport ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
A Company

ResumoO transporte rodoviário de cargas no Brasil é o mais importante dentre todos os modais, porém passou por uma grave crise devido ao recesso econômico que o país enfrentou nos últimos anos. Houve uma melhora do mercado nesse setor, porém muitas transportadoras ainda buscam se restabelecer em uma área na qual os custos são altos e a competitividade é grande. Nesse contexto e por meio de uma pesquisa ação, o objetivo geral desse estudo foi implementar a ferramenta de gestão estratégica Balanced Scorecard (BSC) em uma empresa deste setor e avaliar sua eficácia sobre a visualização do desempenho da companhia. O BSC foi aplicado por meio de uma metodologia que visou abranger tanto o cenário interno à empresa quanto externo, na qual extraiu-se os objetivos a partir de uma análise SWOT e assim criou-se os indicadores de desempenho. A implementação foi acompanhada a partir de uma base de dados referentes aos meses de setembro e outubro de 2019 para que fossem definidas as metas, e então analisou-se as possíveis melhorias para o scorecard. De forma geral, a execução da metodologia foi eficiente e o gestor avaliou satisfatoriamente a aplicação dos indicadores por meio da metodologia de gestão estratégica BSC e a nova maneira de visualizar o desempenho da companhia. Palavras-chave: Transporte Rodoviário de Cargas. Gestão Estratégica. Balanced Scorecard. Análise SWOT. AbstractRoad freight transport in Brazil is the most important of all modes, but it has gone through a crisis due to the economic recess that the country has faced in recent years. There has been an improvement in the market in this sector, but many carriers are still looking to re-establish themselves in a market where costs are high and competitiveness is high. In this context and through an action research, the general objective of this study was implementing the Balanced Scorecard (BSC) strategic management tool in a company of this sector and evaluate its effectiveness in visualizing the company's performance. The BSC was applied through a methodology that aimed to cover the internal and external scenarios, in which the objectives were extracted from a SWOT analysis and thus the performance indicators were created. The implementation was followed by a database for September and October 2019 to set goals and analyze possible improvements to the scorecard. Overall, the execution of the methodology was efficient and the manager evaluated satisfactorily the elaboration of the strategic planning and the new way of visualizing the company's performance. Keywords: Road Freigh Transport. Strategic Management. Balanced Scorecard. SWOT Analysis.

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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