scholarly journals How to Apply the Sustainability Balanced Scorecard Concept

2015 ◽  
Vol 52 (1) ◽  
pp. 65-80 ◽  
Author(s):  
Bojan Krstić ◽  
Vesna Sekulić ◽  
Vladimir Ivanović
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Social Performance ◽  
Business Environment ◽  
Economic Determinants ◽  
Modern Business ◽  
Competitive Success ◽  
Sustainability Balanced Scorecard ◽  
Corporate Social ◽  
Theoretical Foundations

AbstractMany successful enterprises have identified a large significance of non-economic determinants of business and their influence on competitive success. Social responsible behaviour becomes an imperative of modern business environment. Corporate social responsibility emphasizes more effective environmental and social performance management so that its influence on financial performance becomes more and more obvious. In that sense, the aim of this paper is to point out the theoretical foundations of the Sustainability Balanced Scorecard (SBS) concept, and to demonstrate an example of enterprise, which will show how to develop SBS in the aim of its successful application.

Management Accounting

2020 ◽  
pp. 1-26
Author(s):  
Gary Cokins ◽  
Sorinel Căpușneanu
Keyword(s):  
Balanced Scorecard ◽  
Aluminum Industry ◽  
Practical Experience ◽  
Business Environment ◽  
Strategic Objectives ◽  
Economic Entity ◽  
Future Challenges ◽  
Original Case ◽  
The Aluminum Industry ◽  
Sustainability Balanced Scorecard

This chapter illustrates some aspects of sustainability balanced scorecard and its implementation within an economic entity in the aluminum industry. The main objectives of this chapter are to present balanced scorecard and integrate the fifth pillar into sustainability balanced scorecard, including some of its considerations and challenges. The authors identify the causes of SBSC appearance and its conceptual-evolving treatments, some considerations stemming from the practical experience of specialists, but also some current and future challenges. The focus is on the implementation of the SBSC within an economic entity in the aluminum industry by presenting an original case study. It highlights the steps taken in designing and presenting the SBSC, including the architecture of the strategic sustainability map used to translate the strategic objectives of the entity and the performance indicators. Through the authors' contribution, a new conceptual-empirical framework is created to consider debate and aspects of sustainability encountered in the business environment around the world.

scholarly journals Rancangan Service Scorecard sebagai Pengukuran Kinerja Pelayanan Cargo

2015 ◽  
Vol 2 (3) ◽  
pp. 143
Author(s):  
Nurlailah Badariah ◽  
Tiena Gustina Amran ◽  
Aditya Friandy
Keyword(s):  
Performance Management ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Business Environment ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Charter Flight

<p><em>Abstrak<strong> – </strong></em><strong>Persaingan antara pelaku bisnis </strong><strong><em>charter flight</em></strong><strong> semakin ketat dalam persaingan global. perusahaan harus  dinamis dan adaptif terhadap perubahan lingkungan bisnis. Perubahan ke arah strategi yang dapat diimplementasikan sesuai dengan perkembangan persaingan </strong><strong><em>charter flight</em></strong><strong> untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan </strong><strong><em>charter flight</em></strong><strong>, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan </strong><strong><em>Balanced Scorecard</em></strong><strong>. </strong><strong>Pada perancangan </strong><strong><em>Balanced Scorecard</em></strong><strong> terdapat 4 perspektif utama yaitu : </strong><strong><em>financial perspective , customer perspective, internal business processes , learning and growth perspective</em></strong><strong>. </strong><strong><em>Balanced Scorecard</em></strong><strong> tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi.</strong><em> </em><strong>Sementara</strong> <strong><em>Service </em><em>Scorecard</em> memfokuskan spesifik pelayanan pada <em>customer perspective</em>. </strong><strong>Dari hasil penelitian diperoleh </strong><strong><em>Strategy Mapping</em></strong><strong> yang memuat tujuan-tujuan strategis dan indikator (<em>Lead dan Lag</em>) dari <em>Service Scorecard</em>. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari <em>Service Scorecard</em> yaitu : <em>Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention</em>. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. </strong></p><p> </p><p><em>Abstract<strong> – </strong></em><strong>Competition </strong><strong>between charter flight businesses increasingly stringent in a global competition. Companies must be dynamic and adaptive to changes in the business environment.  Changes in the direction of strategy that can be implemented in accordance with the competition  development of charter flight for the best service for customers. This research uses applicative approach to design a system that can be applied to the charter flight company, which already has a performance management system by using the Balanced Scorecard. In the Balanced Scorecard , there are four main perspectives: financial perspective, customer perspective, internal business processes, learning and growth perspective. Balanced Scorecard is not designed specifically to service companies and non-predictive. While the Service Scorecard specific focus on customer service perspective. This research has resulted a strategy map with subsequent strategic objectives and indicator (Lead and Lag) for Service Scorecard. Finally, there are 17 performance measures with subsequent 17 strategic objectives and 7 perspectives Service Scorecard: Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Strategic goals made in a Mapping Strategy and indicator is very useful to formulate the next steps to be taken by the company.</strong><strong></strong></p><p><strong><em> </em></strong></p><p><strong><em>Keyword </em></strong><em>– Service Scorecard, Balanced Scorecard, Strategy Mapping, </em><em>customer perspective, </em><em>Lead dan Lag</em></p>

scholarly journals Performance management and the balanced scorecard in the modern non-profit organisation

2011 ◽  
Vol 7 (1) ◽  
pp. 48-56
Author(s):  
Ian O’Boyle
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Potential Benefit ◽  
Business Environment ◽  
Measurement Tool ◽  
Management Approach ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
For Profit ◽  
Not For Profit

Performance management is a process that has been used in the for-profit business environment for many years and has had significant benefit for that sector. As the not for- profit organisation enters new dimensions of competitiveness, increased professionalism and a call for greater transparency, the utility of a performance management approach within the not for profit environment and its potential benefit for such an organisation is explored. The application and appropriateness of the balanced scorecard as a measurement tool is analyzed within the article and it becomes apparent that such a tool can have a direct impact on the performance of the modern not for-profit entity.

scholarly journals The Determinants of the Relationship of Corporate Social Performance and Financial Performance: Conceptual Framework

2008 ◽  
Vol 2 (2) ◽  
pp. 233 ◽  
Author(s):  
Hasan Fauzi
Keyword(s):  
Strategic Management ◽  
Financial Performance ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Business Environment ◽  
Contingency Perspective ◽  
Management Domain ◽  
Corporate Social ◽  
Relationship Of ◽  
The Relationship

The objective of this paper is to investigate relationship between CSP and CFP using contingency perspective derived from the strategic management domain.  The investigation will be done using lens of slack resource and good management theory.  This study is expected to provide a new insight on the link between corporate social performance and corporate financial performance using contingency perspective as suggested in the strategic management and accounting literature, an area has not been examined<br />in the prior studies. The result of this study can resolve the existing conflict<br />in the literatures by developing an integrated model of the link between <br />CSP and CFP and the notion of corporate performance which, in strategic management, is highly affected by four factors: business environment, strategy, organization structure, and control system. The model will explain<br />in what condition the relationship of CSP and CFP is valid.

scholarly journals The Performance Implications of Fit among Environment, Strategy, Structure, Control System and Social Performance

2009 ◽  
Vol 3 (2) ◽  
pp. 117 ◽  
Author(s):  
Hasan Fauzi ◽  
Kamil M. Idris
Keyword(s):  
Control System ◽  
Strategic Management ◽  
Corporate Performance ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Business Environment ◽  
Contextual Variables ◽  
Strategic Behaviors ◽  
Corporate Social ◽  
And Control

The paper examined concept of corporate performance.  The paper seeks to examine the impact of corporate social performance on the relationship among business environment, strategy, organization, and control system<br />and corporate performance. The paper is based on a synthesis of the existing literatures in strategic management and accounting filed. The paper finds that corporate social performance defined as stakeholder relationship become one important dimension of the strategic behaviors that an organization can set to improve corporate performance. The <br />contextual variables as discussed in strategic management and accounting<br />domain will be contingent upon strategic behaviors, which are behaviors of members in an organization. The paper integrates the contextual variables including business environment, strategy, organization structure, and control system with corporate performance by using corporate social performance as moderating variable by means of a recent literatures study from strategic management and accounting field.<br /><br />

scholarly journals Developing a Sustainable Performance Measurement Framework for the Hospitality Industry: An Empirical Study with Implications for the COVID-19 Pandemic

2020 ◽  
Author(s):  
Tahniyath Fatima ◽  
Saïd Elbanna
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Hospitality Industry ◽  
Performance Metrics ◽  
Health And Safety ◽  
Well Being ◽  
Tourism Industry ◽  
Measurement Framework ◽  
Sustainability Balanced Scorecard ◽  
The Impact

Performance management research in the hospitality industry remains stagnant despite prevalence of multi-dimensional performance metrics. This study, thus, contributes to the hospitality industry and sustainability literature through developing a semi-hierarchical sustainability balanced scorecard scale considering the COVID-19 impact on the hospitality industry. As the Indian travel and tourism industry ranks in the bottom 20%-40% on health and hygiene and environment sustainability, this research study’s setting, India, holds particular importance. Upon analyzing 200 questionnaires and five in-depth interviews from 4- and 5- star hotels in India through three-stage multi-method design of scale development, we proposed a scale of 21 indicators factored into six perspectives. A post hoc analysis added a new health and safety perspective to consider the impact of COVID-19 pandemic on the hospitality industry and its endeavor to explore a road to recovery by stressing employee and tourist health and well-being. Implications from the study findings are also discussed

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