scholarly journals The Balanced Scorecard and the Strategic Learning Process: A System Dynamics Modeling Approach

2015 ◽  
Vol 2015 ◽  
pp. 1-20 ◽  
Author(s):  
Steen Nielsen ◽  
Erland H. Nielsen
Keyword(s):  
System Dynamics ◽  
Balanced Scorecard ◽  
Measurement Model ◽  
Quantitative Model ◽  
Strategic Learning ◽  
Dynamics Modeling ◽  
The Balanced Scorecard ◽  
Short And Long Term ◽  
Methodological Aspects

The main purpose of this paper is to improve on the conceptual as well as the methodological aspects of BSC as a quantitative model by combining elements from traditional balanced scorecard (BSC) thinking with the Systems Thinking. This is done by combining short and long term aspects of measurements. The result is then used to build and construct a balanced scorecard model for strategic learning with the specific aim to maintain satisfied customers and motivated employees. Strategic planning, operational execution, feedback, and learning are some of the most important key features of any performance measurement model. This paper aims to address not only the conceptual domain related to BSC, that is, learning and system dynamics causality and feedback, but also the methodological domain concept of precision solved by differential equations. Our results show how a potential move from a static strategic vision map to a linked and dynamic understanding may be not fully realistic but very useful for learning purposes. The new knowledge obtained from the learning feedbacks fertilizes both decision discussion and decision-making and what may be required in order to move to the next level of BSC and system dynamics integration.

scholarly journals Using Participatory System Dynamics Modeling to Address Complex Conservation Problems: Tiger Farming as a Case Study

2021 ◽  
Vol 2 ◽  
Author(s):  
Erica Rieder ◽  
Lincoln R. Larson ◽  
Michael 't Sas-Rolfes ◽  
Birgit Kopainsky
Keyword(s):  
System Dynamics ◽  
Body Parts ◽  
Dynamics Modeling ◽  
Policy Conflict ◽  
Social Ecological Systems ◽  
Social Ecological ◽  
Short And Long Term ◽  
Tiger Conservation ◽  
Human Wildlife Conflict

Conservation practitioners routinely work within complex social-ecological systems to address threats facing biodiversity and to promote positive human-wildlife interactions. Inadequate understanding of the direct and indirect, short- and long-term consequences of decision making within these dynamic systems can lead to misdiagnosed problems and interventions with perverse outcomes, exacerbating conflict. Participatory system dynamics (SD) modeling is a process that encourages stakeholder engagement, synthesizes research and knowledge, increases trust and consensus and improves transdisciplinary collaboration to solve these complex types of problems. Tiger conservation exemplifies a set of interventions in a complex social-ecological system. Wild tigers remain severely threatened by various factors, including habitat constraints, human-wildlife conflict, and persistent consumer demand for their body parts. Opinions differ on whether commercial captive tiger facilities reduce or increase the threat from poaching for trade, resulting in policy conflict among diverse stakeholder groups. This paper explains how we are working with international conservation partners in a virtual environment to utilize a participatory SD modeling approach with the goal of better understanding and promoting coexistence of humans and wild tigers. We highlight a step-by-step process that others might use to apply participatory SD modeling to address similar conservation challenges, building trust and consensus among diverse partners to reduce conflict and improve the efficacy of conservation interventions.

scholarly journals TOTAL QUALITY MANAGEMENT IN THE BALANCED SCORECARD

2019 ◽  
Vol 7 (2) ◽  
pp. 106-110
Author(s):  
Вера Даринская ◽  
Vera Darinskaya
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Balanced Scorecard ◽  
Total Quality ◽  
Promising Direction ◽  
The Balanced Scorecard ◽  
Economic Entity ◽  
General Quality ◽  
Short And Long Term

The article deals with the problems of strategic management of an economic entity, the formation of its information base on the basis of the system of General quality management (TQM). Special attention is paid to the balanced scorecard (BSC) as the most promising direction of accumulation and obtaining information necessary for making informed management decisions in the short and long term, which is especially important in an unstable economic situation.

scholarly journals Performance Measurement Through Balanced Scorecard Approach

2021 ◽  
Vol 8 (2) ◽  
pp. 352-359
Author(s):  
Lukman Chalid ◽  
Darwis Lannai ◽  
Muhammad Syafi'i A. Basalamah
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Health Centers ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Strategic Approach ◽  
Customer Perspective ◽  
Short And Long Term ◽  
Process Perspective

The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stakeholders by balancing short- and long-term objectives.

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

strategic learning & the balanced scorecard

1996 ◽  
Vol 24 (5) ◽  
pp. 18-24 ◽  
Author(s):  
Robert S. Kaplan ◽  
David P. Norton
Keyword(s):  
Balanced Scorecard ◽  
Strategic Learning ◽  
The Balanced Scorecard

scholarly journals Design of Batik Crafts Industrial Performance Measurement Model in Wukirsari Region Bantul

2018 ◽  
Vol 4 ◽  
Author(s):  
Yasrin Zabidi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Problem Formulation ◽  
Measurement Model ◽  
Measurement Instruments ◽  
The Balanced Scorecard ◽  
Craft Industry ◽  
Initial Research

One important factor in influencing the progress and decline of an industry is the performance factor. Performance issues are not only important for middle-to-upper-level companies and large companies, but also important for small and medium industries such as the batik craft industry in the Wukirsari region, Bantul. Given the importance of performance, researchers tried to design a performance measurement model of the batik craft industry in the Wukirsari region, Bantul with the aim of identifying performance criteria, determining performance indicators, formulating performance indicators, and making performance measurement instruments. The steps in this study are divided into four phases, namely the initial research phase and problem formulation, the design phase, the analysis phase and the conclusion phase. The initial research phase and problem formulation include, the profile of the batik craft industry in the Wukirsari region, Bantul, the current performance evaluation system, problem formulation and research objectives. The design phase includes the design process of the performance measurement model with the Balanced Scorecard method which includes setting strategic objectives, establishing performance indicators (key performance indicators), determining performance indicator formulas, making performance measurement instruments. Analysis phase includes KPI analysis and strategy map analysis. Conclusion phase includes conclusions from the results of research and suggestions for the batik craft industry in Wukirsari, Bantul. From the results of the study obtained four performance perspectives based on the balanced scorecard, namely financial, customer, internal business processes, learning and growth. five, namely: increased sales growth, high customer satisfaction, improved system and better work processes, the creation of a good work climate, and increased employee productivity.There are seven performance indicators formed, namely: the rate of sales growth, the level of customer satisfaction, level of compliance with customer complaints, percentage of defective products, number of new products, level of job satisfaction, and employee productivity. The establishment of a performance measurement worksheet, so that the performance values of each performance indicator and total performance can be known in a certain period.Keywords: Performance, Measurement, Batik

scholarly journals Testing successful Business Model using System Dynamics

2019 ◽  
Vol 7 ◽  
pp. 91
Author(s):  
J. Ganzarain ◽  
M. Ruiz ◽  
J.I. Igartua
Keyword(s):  
System Dynamics ◽  
Business Model ◽  
Business Models ◽  
Industrial Sector ◽  
Continuous Change ◽  
Dynamic Complexity ◽  
Holistic View ◽  
Short And Long Term ◽  
Systemic View

In our increasingly globalised economy, managing continuous change whilst remaining competitive and dynamic has become a central issue for firms in the industrial sector. One of the elements for obtaining this competitiveness is the value creation model of the firm. The most important challenges in firms are characterised by dynamic complexity which makes it difficult to understand factors in their context. Consequently management and decision making is hindered (Antunes et al., 2011). Business models are characterised by complexity and dynamism. Performance of the firm is a complex topic determined by the large amount of variables that can be involved in the system, and the different effects that influence the system in the short and long term. Due to this complexity a systemic view is required, that is, an holistic view of the whole system. Such a systemic view enables managers to make decisions based on evidence rather than intuition and personal experiences, as they understand how the whole system works. Thus, the main aim of this research is to use an empirical tool such as System Dynamics (SD), to support and sustain firms in the identification of new constructs related to their Business Model (BM).

Instruments and Methods for the Integration of Sustainability in the Project Management

2013 ◽  
pp. 394-407
Author(s):  
Aleksander Janeš ◽  
Armand Faganel
Keyword(s):  
Project Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Business Processes ◽  
Long Term Effects ◽  
Strategic Goals ◽  
Short And Long Term

The purpose of this chapter is to propose a framework that is supporting achievement of the sustainable strategy of the organization. The research frames the methodology that integrates project management and Balanced Scorecard (BSC) in the management system of the organization. In this applicative project research, the authors identified and analyzed the Key Performance Indicators (KPIs) that significantly contribute to the benefits of the business processes exploitation. The involved company executes monitoring of its business performance in the four perspectives of the BSC. With this case study, the authors attempted to get deeper understanding, and to clarify and evaluate the causalities between strategic goals and their respective KPIs. For this purpose, they developed an Error Correction Model with which they performed application on the KPIs and estimated short and long term effects between them. The developed model also supports improvements of the performance management system and monitoring of projects.

Towards a Methodology for Monitoring and Analyzing the Supply Chain Behavior

2011 ◽  
pp. 186-208
Author(s):  
Reinaldo Moraga ◽  
Luis Rabelo ◽  
Alfonso Sarmiento
Keyword(s):  
Neural Networks ◽  
Sensitivity Analysis ◽  
Supply Chain ◽  
System Dynamics ◽  
Eigenvalue Analysis ◽  
Background Information ◽  
Short And Long Term ◽  
And Performance

In this chapter, the authors present general steps towards a methodology that contributes to the advancement of prediction and mitigation of undesirable supply chain behavior within short- and long- term horizons by promoting a better understanding of the structure that determines the behavior modes. Through the integration of tools such as system dynamics, neural networks, eigenvalue analysis, and sensitivity analysis, this methodology (1) captures the dynamics of the supply chain, (2) detects changes and predicts the behavior based on these changes, and (3) defines needed modifications to mitigate the unwanted behaviors and performance. In the following sections, some background information is given from literature, the general steps of the proposed methodology are discussed, and finally a case study is briefly summarized.

Integrating the Balanced Scorecard and Software Measurement Frameworks

2001 ◽  
pp. 240-252 ◽  
Author(s):  
Nancy Eickelmann
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Product Evaluation ◽  
Measurement Model ◽  
Maturity Model ◽  
Software Measurement ◽  
The Balanced Scorecard ◽  
Capability Maturity ◽  
Software Product ◽  
Iso 9126

This chapter describes the integration of the Capability Maturity Model (CMM) and ISO-9126 software measurement frameworks with the National Aeronautics and Space Administration Independent Verification and Validation Facility (NASA IV&V). Balanced Scorecard IV&V is a unique aspect of software development practice as it provides a service of independent and objective lifecycle evaluation of the software product and processes used for development. To accomplish this rigorous task a sophisticated measurement program is desirable. This chapter describes the application and integration of strategic measurement (BSC) with organizational measurement (CMM) and product measurement (ISO-9126). The CMM is a measurement model of ordinal ranking of an organization’s software process variability and repeatability. As an organization’s process becomes more mature it may traverse the scale from a level one to a level five organization. The CMM provides a basis for collecting accurate and timely measures of process performance. The international standard ISO/IEC-9126 focuses on information technology and software product evaluation through measurement of software quality characteristics. The development of a core set of metrics for implementing the Balanced Scorecard is the most difficult aspect of the approach. Developing metrics that create the necessary linkages of the operational directives with the strategic mission prove to be fundamentally difficult as it is typical to view organizational performance in terms of outcomes or results. The metrics must address performance drivers or the measures that provide feedback concerning day to day progress.

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