The balanced scorecard baseline: learning from Thai Small and Medium Enterprises

2008 ◽  
Vol 5 (4) ◽  
pp. 353 ◽  
Author(s):  
Kongkiti Phusavat ◽  
Pugdee Manaves
Keyword(s):  
Balanced Scorecard ◽  
Small And Medium Enterprises ◽  
The Balanced Scorecard ◽  
Medium Enterprises

scholarly journals A generic balanced scorecard for small and medium manufacturing enterprises in South Africa

2019 ◽  
Vol 11 (1) ◽  
Author(s):  
Arthur Reynolds ◽  
Houdini Fourie ◽  
Lourens Erasmus
Keyword(s):  
South Africa ◽  
South African ◽  
Balanced Scorecard ◽  
Delphi Study ◽  
Small And Medium Enterprises ◽  
Manufacturing Sector ◽  
Local Economy ◽  
The Balanced Scorecard ◽  
Manufacturing Enterprises ◽  
Medium Enterprises

Background: Prior research confirmed that the balanced scorecard (BSC) can be used successfully at manufacturing small and medium enterprises (SMEs), to assist with sustainability. South African SMEs have a low survival rate despite being a significant contributor to the local economy with the manufacturing sector in particular hampered by negative growth.Aim: The objective of this study was to develop a BSC for manufacturing SMEs in South Africa with measurable key performance indicators (KPIs).Setting: We conducted a Delphi study with cost accounting specialists in different industries.Methods: The development of the generic BSC was facilitated with a Delphi survey and analytical hierarchy process (AHP).Results: The research presents a generic yet flexible BSC for manufacturing SMEs. A total number of 12 generic and 104 specific KPIs were identified. The results revealed a greater emphasis on the financial and customer perspectives that may be conducive to SME sustainability and success.Conclusion: A generic BSC that can be adapted to specific organisational and industry requirements has the potential to enhance SME sustainability and success.

scholarly journals Difference Analysis of Digital Marketing Implementation in Enterprises Performance: Balanced Scorecard Perspective

2021 ◽  
Vol 8 (2) ◽  
pp. 236-244
Author(s):  
Slamet Slamet ◽  
Muhammad Maslukil Adhim ◽  
Ilya Azmala
Keyword(s):  
Data Analysis ◽  
Hypothesis Testing ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Digital Marketing ◽  
Primary Data ◽  
The Balanced Scorecard ◽  
Before And After ◽  
Medium Enterprises

This study aims to determine the differences in Micro, Small, and Medium Enterprises’ (MSMEs) performance before and after implementing digital marketing. The research paradigm was quantitative with primary data sources. Furthermore, the research instrument was a questionnaire designed to measure MSMEs' performance in the balanced scorecard perspective on customer and internal business processes. The number of samples totaled 107 respondents, and data were collected directly from MSMEs in Malang City. The determination of respondents involved a judgment sampling approach. Data analysis was mainly descriptive (categorization index) which also involved hypothesis testing (sample paired t-test). The results showed that there were significant differences in MSMEs' performance before and after implementing digital marketing. These differences were shown by the results of data analysis, in both descriptive and hypothesis testing.

scholarly journals Correlation of Recruitment and Selection of Human Resources and the Performance of Small and Medium Enterprises

2019 ◽  
Vol 65 (4) ◽  
pp. 14-26 ◽  
Author(s):  
Iva Klepić
Keyword(s):  
Data Analysis ◽  
Human Resources ◽  
Balanced Scorecard ◽  
Small And Medium Enterprises ◽  
Pearson Correlation ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Recruitment And Selection ◽  
Medium Enterprises ◽  
Selection Of

AbstractHuman resources are the most significant resource of a company; this is especially true for small and medium enterprises (SMEs) in which they create the company’s competitive advantage because of their uniqueness. Human resources manage other resources and are responsible for the efficiency and success of the organization. The main goal of this research is to determine whether and to what extent the recruitment and selection of human resources are in correlation with the performance of SMEs. The research was conducted in SMEs in the Herzegovina Region in the Federation of Bosnia and Herzegovina in April 2019. An original questionnaire was created for the survey, within which top managers views on recruitment and selection of human resources were collected as well as the four-perspective performance of the business based on the Balanced Scorecard model. SPSS 20.0 was used for data analysis. Descriptive measurements used for data analysis include mean, standard deviation, and mode. The Kolmogorov-Smirnov test was used to test distribution normality. To test the correlation of variables and to determine the significance of differences, the Pearson correlation coefficient and t-test for independent samples were used. The level of significance was set to p = 0.05. The research results showed the correlation between the studied variables and the correlation of recruitment and selection of human resources and the performance of SMEs viewed from all four perspectives. A limitation of the research is the sample size and the sampling method. The results can be applied in the human resource management of SMEs.

scholarly journals LINKING BALANCED SCORECARD MEASURES TO SMES’ BUSINESS STRATEGY: ADDRESSING THE MODERATING ROLE OF FINANCIAL RESOURCES

2015 ◽  
Vol 3 (12) ◽  
pp. 92-99
Author(s):  
Mahshid Lonbani ◽  
Saudah Sofian ◽  
Mas BambangBaroto
Keyword(s):  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Financial Resources ◽  
Financial Measures ◽  
Medium Enterprises ◽  
Moderating Role

Using financial and non-financial measures, the Balanced Scorecard (BSC) approach evaluates different aspects of firms’ performance: financial, customer, learning and growth, and internal business processes. Resource flexibility and availability of financial resources are basically highlighted as separate antecedents of company’s performance. Grounded on resource based view, the role of financial resources on business strategy has been addressed numerously in previous studies.  However, there is limited study to evaluate the role of financial resources on relationship between business strategy and BSC performance measures. Especially there is no study addressing this issue according to the moderating role of financial resources among small and medium enterprises (SMEs). It is worth mentioning that such relationships and models can be more highlighted in a developing countries since financial resources has been debated to be weak in theses context. Grounded in contingency theory, an evaluation of the moderating role that financial resources plays in the relationship between SMEs’ business strategy and balanced scorecard performance measures in SMEs points to the value of providing enough resources for SMEs. External fund providers such as banks and loan providers can help SMEs in this regard since firms could pass the way from business strategy to superior BSC performance measures more successfully.

scholarly journals Realtionships between Fiancial and Learning and Growth Perspectives in BSC

2017 ◽  
Vol 65 (6) ◽  
pp. 1841-1850
Author(s):  
Ilona Berková ◽  
Markéta Adamová ◽  
Kristýna Nývltová
Keyword(s):  
Czech Republic ◽  
Balanced Scorecard ◽  
Small Businesses ◽  
Quantitative Research ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Company Performance ◽  
Strategy Formulation ◽  
Financial Perspective ◽  
Medium Enterprises

Balanced Scorecard (BSC) is one of the methods for measuring of the company’s performance, strategy formulation and subsequent management leading to improving competitiveness. Nowadays company performance has an important role because the competitive environment is much more changeable and more difficult to predict because of the influence of globalization. BSC is worldwide used both in large, medium and small businesses regardless of the field of business. According to Knápková, Homolka and Pavelková (2014), this model is used only by 13 % of the enterprises in the Czech Republic. BSC monitors business performance from four perspectives: Financial, Customer, Internal Process, Learning and Growth. The main aim of this paper is to verify whether there is a correlation between Learning and Growth and Financial perspective. Data were obtained from the database Albertina Gold and from quantitative research in companies in 2015. As sample small and medium enterprises in Czech Republic were chosen by random selection. Data were analysed by using regression analysis. Based on the analysis the dependence of some financial indicators on the attitude of the company to the risk and on long‑term or short‑term orientation was proved. BSC is spread in 30 – 50 % companies all over the word, in Australia this method is used even in 88 % companies (Al Sawalqa, Holloway and Alam, 2011). Due to proven dependence it would be appropriate to raise Czech companies’ awareness of advantages of this method.

scholarly journals Performance measurement in small and medium enterprises: South African accountants' view

2015 ◽  
Vol 8 (1) ◽  
pp. 13-34 ◽  
Author(s):  
Elize Kirsten ◽  
Frans N.S. Vermaak ◽  
Hendrik P. Wolmarans
Keyword(s):  
Performance Measurement ◽  
South African ◽  
Balanced Scorecard ◽  
Small And Medium Enterprises ◽  
Business Management ◽  
Measurement Tool ◽  
Knowledge And Skills ◽  
Decision Making Processes ◽  
Managerial Knowledge ◽  
Medium Enterprises

Small and Medium Enterprises (SMEs) are important catalysts of economic growth, creating employment opportunities and contributing to the gross domestic product (GDP) of their respective countries. Unfortunately, SMEs suffer from a high failure rate due to SME managers’ lack of managerial knowledge and skills. SME managers also do not use performance measures which are important in business management and provide support to the managers in decision-making processes. This study contributes to the existing knowledge by determining that the use of a performance measurement tool is important in SMEs, as it can help to improve their performance and chances of survival. Accountants have the knowledge and skills to help SMEs to measure their performance and to achieve their business objectives. Accountants calculate financial ratios, explain the results and provide advice to SMEs. They, however, do not develop a Balanced Scorecard, although they perceive it to be beneficial to the SMEs.

scholarly journals Peningkatan Kinerja Koperasi dan UKM Melalui Kemitraan Usaha

2018 ◽  
Vol 4 (1) ◽  
pp. 33-42
Author(s):  
Muh. Yunus
Keyword(s):  
Balanced Scorecard ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Production Quality ◽  
Economic Problem ◽  
New Approach ◽  
Improve Production Quality ◽  
Medium Enterprises ◽  
Partnership Program ◽  
Financial Aspect

Since economically Indonesia declined because of monetary crisis in 1997, "partnership" program considered as the alternative to solve economic problem of Cooperatives and Small and Medium Enterprises (SMEs). Its importance to decrease costs and improve production quality, to avoid supply/demand fluctuation, to create external scale of economies, to avoid uncertainty and to guaranty of good and service flow by continuously. The partnership program can be efficient, when there is no unbalance relationship conditions among Cooperatives/SMEs with their partner: Cooperatives/SMEs in "worse of" conditions and partners in "better of" condition. So, the performance Of Cooperatives/SMEs can be improved. So far, the measurement of cooperative performance focusing on finance aspect. The firm reaches high Roi considered as successfull business. Whereas, measuring business performance only on financial aspect can be bias. Therefore, it is important to have new approach on measurement business performance using "Balanced Scorecard".

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