BOL China

2003 ◽  
Vol 07 (02) ◽  
pp. 115-144
Author(s):  
Juan Antonio Fernandez ◽  
Jennifer Z. Wang ◽  
Dongjun Chen
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Score Card ◽  
The World ◽  
On Line ◽  
Business In China ◽  
The Balanced Score Card ◽  
One Year

BOL China was part of the German group Bertelsmann, one of the biggest media groups in the world. The company was the pioneer of e-business in China with the establishment of Bertelsmann on Line (BOL China). The case presents the situation of the company after one year of operations and relates the difficulties of starting an e-business when the infrastructure of the country was limited. It describes the characteristics of e-business and the demands it posed in terms of strategy and operations. Finally, the case also explores the design of a performance measurement system for the e-business, using the Balanced Score-card as a model.

scholarly journals Formulating A Performance Measurement System using Balanced Score Card in Islamic Philanthropy Institutions

2017 ◽  
Vol 36 ◽  
pp. 00023
Author(s):  
A’ieshah Abdullah Sani ◽  
Amilia Saidin ◽  
Khair Syakira Bustamam ◽  
Siti Azrina Adanan ◽  
Khairunnisa Abd Samad
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Score Card ◽  
A Performance

DEVELOPING PERFORMANCE MANAGEMENT SYSTEM WITH BALANCED SCORE CARD APPROACH: A CASE STUDY OF PT. SMART-MODULAR BUILDING INDONESIA

2020 ◽  
Vol 25 (3) ◽  
pp. 200-215
Author(s):  
Elia Oey ◽  
Daniel Tommiki ◽  
Fachrun Nisaa Widyastuti
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Continuous Improvement ◽  
Measurement System ◽  
Management System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Performance Management System ◽  
Score Card

Performance Measurement System (PMS) is essential for any organization, as it serves as guiding compass for continuous improvement. The research is a case study in a modular concrete company refining their current PMS using Balanced Score Card approach. The research developed Balanced Score Card starting from the whole company level, and then cascaded down into 3 main company activities, design, supply and construction. Measurement for 1st quarter of 2019 was done, and target and action plans for each activity were also set for the studied company

scholarly journals Pengaruh Tekanan Eksternal Terhadap Penggunaan Sistem Pengukuran Kinerja Untuk Tujuan Opersional Dan Dampaknya Terhadap Kinerja

2016 ◽  
Vol 4 (2) ◽  
Author(s):  
Anita Primastiwi
Keyword(s):  
Performance Measurement ◽  
Empirical Evidence ◽  
Measurement System ◽  
External Pressure ◽  
Partial Least Square ◽  
Least Square ◽  
Performance Measurement System ◽  
External Stakeholder ◽  
One Year ◽  
The Impact

The aim of this study is to give empirical evidence about the influence of external pressure on the using of performance measurement system for operational purposes and the impact on the performance of public sector organizations. The samples were the SKPD’s and BUMD’s chairmen or chairwomen who lead the governmental services in Klaten Regency, and they must be in their term of office for at least one year. This study analyzed their perceptions about the statements in the questionaire. The data was analized by partial least square (PLS) with Smart PLS Version 3.0. The findings showed an empirical evidence that accountability demands from supervisors and specific (external) stakeholder groups do have positive and significant effect on the using of performance measurement system for operational purposes, but that general public or political attention does not affect to the using of performance measurement system for operational purposes. The finding also showed that using the system for operational purposes has no impact on performance.

The Impact of Balance Score Card Implementation on Supply Chain Firms

2017 ◽  
pp. 557-575
Author(s):  
Josiah Edmond ◽  
Fawzy Soliman
Keyword(s):  
Performance Measurement ◽  
Positive Impact ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Sources Of Information ◽  
Complete Representation ◽  
Balance Score Card ◽  
Score Card ◽  
Effective Performance ◽  
And Performance

The objective of this chapter is to understand the level of impact that implementing a balanced score card can have on organisations, and the factors that contribute to such impact; the research agrees that the BSC is an effective performance measurement system. The result of the research suggests that the quality of the knowledge and the understanding of the BSC within an organisation is a major determinant to the level of positive impact that implementing the BSC can have on an organisation. This research concluded that the same principle applies to any performance measurement and performance improvement initiatives, and that non BSC implemented firms are not necessary worse-off than BSC implemented firms from a performance perspective. Only few numbers of organisations were sampled. These sampled organisations are not a complete representation of the rest. The research acknowledges that the sources of information under which conclusions and assumptions were made were not based on primary sources. It is possible these data may not fully reflect the current state of all sampled organisations in this research.

The Impact of Balance Score Card Implementation on Supply Chain Firms

2015 ◽  
pp. 240-257
Author(s):  
Josiah Edmond ◽  
Fawzy Soliman
Keyword(s):  
Performance Measurement ◽  
Positive Impact ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Sources Of Information ◽  
Complete Representation ◽  
Balance Score Card ◽  
Score Card ◽  
Effective Performance ◽  
And Performance

The objective of this chapter is to understand the level of impact that implementing a balanced score card can have on organisations, and the factors that contribute to such impact; the research agrees that the BSC is an effective performance measurement system. The result of the research suggests that the quality of the knowledge and the understanding of the BSC within an organisation is a major determinant to the level of positive impact that implementing the BSC can have on an organisation. This research concluded that the same principle applies to any performance measurement and performance improvement initiatives, and that non BSC implemented firms are not necessary worse-off than BSC implemented firms from a performance perspective. Only few numbers of organisations were sampled. These sampled organisations are not a complete representation of the rest. The research acknowledges that the sources of information under which conclusions and assumptions were made were not based on primary sources. It is possible these data may not fully reflect the current state of all sampled organisations in this research.

Benchmarking the Lean Six Sigma performance measures: a balanced score card approach

2019 ◽  
Vol 26 (6) ◽  
pp. 1921-1947 ◽  
Author(s):  
Shruti J. Raval ◽  
Ravi Kant ◽  
Ravi Shankar
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Measurement System ◽  
Six Sigma ◽  
Manufacturing Industry ◽  
Lean Six Sigma ◽  
Performance Measurement System ◽  
Content Type ◽  
Score Card ◽  
Manufacturing Organizations

Purpose The purpose of this paper is to develop the balance score card (BSC) approach based Lean Six Sigma (LSS) performance measurement system and investigate the critical measures currently practiced by Indian manufacturing organizations. Design/methodology/approach This study offers insights of LSS performance measurement from manufacturing industry. Initially, the BSC-based framework is developed to recognize the adoption of LSS performance measures. Then, the framework is applied to nine Indian manufacturing organizations to assess the LSS performance measure practice. Findings The BSC-based framework of LSS performance evaluation for manufacturing industry is formulated. Then, adoption of these LSS performance measures is investigated with nine Indian manufacturing organizations. The result indicates significant variability in terms of practicing level of LSS measures. However, the majority of organizations are more sensitive to the customer perspectives. Practical implications This study reveals a background as to why the performance measurement is required for the success of LSS and for providing practical guidelines for designing performance metrics. The framework interrelates and captures various LSS perspectives and indicator measures, and furnishes a comprehensive outlook of the organization for strategic analysis. This study provides BSC-based template for performing the benchmarking study. This analysis may serve as a reference point for manufacturing organization to determine their system weaknesses, and assist them to concentrate on their most vital and suitable criteria and objectives. However, the analysis contributes to the knowledge on LSS performance measurement system and catches differences in theory and practice, paving the approach to newer research. Originality/value This study renders an industry-oriented LSS performance measurement practical approach and suggests the easily adopted vital performance measures for different manufacturing organizations.

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