Application of the Balanced Scorecard to Realize Strategic Management of
                        Wildlife Resources

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.

Download Full-text

(The Balanced Scorecard Model as a Tool For Strategic Management and Control of the National Defense System)

SSRN Electronic Journal ◽

10.2139/ssrn.3137966 ◽

2017 ◽

Author(s):

Venelin Terziev ◽

Banabakova Vanya Kuzdova ◽

Marin Georgiev

Keyword(s):

Strategic Management ◽

Balanced Scorecard ◽

National Defense ◽

Defense System ◽

The Balanced Scorecard ◽

And Control

Download Full-text

THE PARADIGM OF STRATEGIC MANAGEMENT OF MULTINATIONAL CORPORATIONS ON THE BASIS OF THE BALANCED SCORECARD

Latgale National Economy Research ◽

10.17770/lner2015vol1.7.1179 ◽

2015 ◽

Vol 1 (7) ◽

pp. 43

Author(s):

Olena Burunova ◽

Sergii Gushko ◽

Volodymyr Kulishov

Keyword(s):

Strategic Management ◽

Multinational Corporations ◽

Balanced Scorecard ◽

Business Strategy ◽

Business Processes ◽

Swot Analysis ◽

Scenario Planning ◽

Information Support ◽

Support Mechanism ◽

The Balanced Scorecard

The paper investigates the process of strategic management and missions of a multinational corporation on the basis of the model of the balanced scorecard (BSC) formation. Due to the trends in modern management, the development of a company’s strategy, and the estimation of its efficiency are carried out with increasing frequency by means of scorecards. Thus, the aim of the research is to explore the paradigm of strategic management of multinational corporations within the framework of implementation of the model of an enterprise scorecard in an ERP system. The topicality of the research is determined by the necessity to implement the worked out in detail monitoring of company’s activity in a strategic focus, which will allow increasing the operationability and efficiency of administrative decisions and controlling the most essential financial and non-financial performance indices. In the course of work, the authors were guided by the principles of systemic and dialectical approaches to explore the problem. Thereat methods of logic and factor analysis, swot analysis, scenario planning, approaches to grouping, comparison, generalization, interconnection of the theoretical and practical aspects of the work of multinational corporations were used. They serve to deepen the theoretical and methodological aspects referred to the formation of the accounting and analytical information and implementation of the balanced scorecard model in the process of institutionalization of informative economy. It is well-proven that optimization of a business strategy of companies contributes to realization of the information support mechanism of the accounting and analytical systems under the condition of ERP introduction- systems for the improvement of methods of accounting, control and analysis. It gives an opportunity to efficiently manage the resources of corporations, to regulate their production load, to control quality and push their products forward to foreign markets. It has been found out that, taking into account these tendencies, it is possible to construct a pay card of the system of indices according to the levels of acceptance of administrative decisions on the basis of all main business processes of a corporation.

Download Full-text

Development of a system of indices of the efficacy of the performance of general outpatient department of "Children's Clinical Medical Center" of the city of Chita

Российский педиатрический журнал ◽

10.18821/1560-9561-2016-19-3-163-165 ◽

2019 ◽

Vol 19 (3) ◽

pp. 163-165

Author(s):

Tatyana A. Chuprova ◽

G. I. Bisharova

Keyword(s):

Strategic Management ◽

Health Facility ◽

Balanced Scorecard ◽

Medical Center ◽

Training And Development ◽

Rational Structure ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

The World ◽

The City

One of the most effective and popular tools in the world of strategic management of the organization is the Balanced Scorecard, which increases the capability to achieve the strategic objectives and provides an integrated work of the organization. There is considered the classical rational structure of the working activity of the department in the context of prospects for 4 - finances, cases, internal processes, training and development. There are developed key indices of the efficacy and established their aimed values. The developed system of indices of the efficacy of the work of the Department will allow to detail the aims of operational and personal levels, and as a consequence to improve the efficacy of the management of health facility.

Download Full-text

IMPLANTAÇÃO DO BALANCED SCORECARD EM UMA INDÚSTRIA DE CERÂMICA VERMELHA

Revista Expressão Católica ◽

10.25190/rec.v7i2.2235 ◽

2018 ◽

Vol 7 (2) ◽

pp. 72

Author(s):

Célio Gomes de Lima Júnior ◽

Julianne das Chagas Gomes ◽

José Guilherme Said Pierre Carneiro ◽

José Sarto Freire Castelo

Keyword(s):

Strategic Management ◽

Balanced Scorecard ◽

Management Tool ◽

Management Model ◽

Managerial Control ◽

Management Tools ◽

The Balanced Scorecard ◽

The Creation ◽

Ceramics Industry ◽

Red Ceramics

A implantação de ferramentas de gestão, como o Balanced Scorecard (BSC), envolve mudanças no controle gerencial de uma empresa em diversos aspectos, pois enfatiza a comunicação de estratégias e a criação de uma nova metodologia para o controle de desempenho. O objetivo deste estudo é realizar uma análise crítica sobre a aplicação do Balanced Scorecard em uma indústria de cerâmica vermelha, a partir da construção e da implementação dessa ferramenta de gestão em uma cerâmica localizada no município de Russas, Ceará. O estudo de caso revelou a necessidade de rever a gestão estratégica da empresa, em virtude da criação de mecanismos eficientes de alimentação dos indicadores pertencentes ao mapa estratégico, de modo a refletir sobre a situação da mesma, e por fim, garantiu que os gestores e funcionários estivessem alinhados com o modelo de gestão estratégica recém-implantado, a fim de que seja possível obter as vantagens propiciadas por este modelo de gestão. IMPLEMENTATION OF BALANCED SCORECARD IN A RED CERAMICS INDUSTRY ABSTRACT The implementation of management tools such as the Balanced Scorecard (BSC) involves changes in the managerial control of a company in several aspects, as it emphasizes the communication of strategies and the creation of a new methodology for performance control. The objective of this study is to perform a critical analysis on the application of the Balanced Scorecard in a red ceramics industry from the construction and the implementation of this management tool in a ceramics located in the municipality of Russas, Ceará. The case study revealed the need to review the strategic management of the company due to the creation of efficient mechanisms to feed the indicators belonging to the strategic map, in order to reflect on the situation of the company, and finally ensured that managers and employees were aligned with the newly implemented strategic management model, in order to obtain the advantages provided by this management model.

Download Full-text

Sustainable Competitive Advantage With the Balanced Scorecard Approach

Advanced Methodologies and Technologies in Business Operations and Management - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7362-3.ch106 ◽

2019 ◽

pp. 1415-1428

Author(s):

Jorge Gomes ◽

Mário José Batista Romão

Keyword(s):

Strategic Management ◽

Competitive Advantage ◽

Organizational Performance ◽

Balanced Scorecard ◽

External Factors ◽

Sustainable Competitive Advantage ◽

The Balanced Scorecard ◽

Fundamental Goal ◽

The Subject ◽

Internal Sources

Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.

Download Full-text

Management Information System in Higher Education

Global Business ◽

10.4018/978-1-60960-587-2.ch427 ◽

2011 ◽

pp. 1281-1289

Author(s):

Juha Kettunen

Keyword(s):

Information System ◽

Strategic Management ◽

Balanced Scorecard ◽

Management Information System ◽

Local Community ◽

Measuring System ◽

Management Information ◽

The Balanced Scorecard ◽

Future Situation ◽

Private And Public

The communication and implementation of a strategic plan is typically based on various measures in educational institutions. The balanced scorecard approach has in the 1990s attained an important role worldwide in private and public sector organisations. Large organisations have different organisational levels, where it is useful to apply the balanced scorecard. This emphasises the need for the automation of the measuring system. The information is typically collected from various data sources. These characteristics underline the need to plan a management information system (MIS) to support the management process. Strategic management is bridge building between the perceived present situation and the desired future situation (West-Burnham, 1994; Wheale, 1991). Strategic management involves taking stock of the educational policy, local economy, and other factors in the organisation’s environment. It adapts the organisation to its environment but, on the other hand, tries to exert a positive effect on the development of its local community (Bush & Coleman, 2000; Kettunen, 2003; Middlewood & Lumby, 1998).

Download Full-text

Human Resources in the Balanced Scorecard System

Global Business ◽

10.4018/978-1-60960-587-2.ch303 ◽

2011 ◽

pp. 611-618

Author(s):

Juha Kettunen

Keyword(s):

Human Resources ◽

Strategic Management ◽

Balanced Scorecard ◽

Development Project ◽

Management Tools ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Future Situation ◽

Organizational Levels ◽

Administrative Units

Strategic planning is a matter of mapping the route between the perceived present circumstances and the desired future situation. Strategic management adapts higher education institutions (HEI) to their environment including educational policy, local demand for skilled labor, and other factors. The purpose of HEIs is to positively affect the development of society and the local community. The balanced scorecard approach developed by Kaplan and Norton (2001, 2004, 2006) is a framework for the communication and implementation of the strategy. The approach creates a shared understanding of the strategic plan by describing the plan using strategy maps, strategic objectives, measures and target values for the planning period (Niven, 2005). The balanced scorecard approach can be combined with other approaches and management tools. The purpose of this article is to report on a development project where the balanced scorecard approach was applied in the management information system MIS) of an HEI. The MIS integrates the different approaches of management into human resources (HR) planning. It is important that the balanced scorecard approach is supported by the MIS. This is especially critical in large organizations. Many administrative units and organizational levels emphasize the importance of automation enabling management to consistently aggregate the scorecards of lower organizational levels to the overall scorecard. The MIS with a portal is a valuable communication channel, information processor, management tool and the joint memory of the organization. The empirical part of the article describes the MIS of the Turku University of Applied Sciences (TUAS), where the MIS is based on strategic management and the balanced scorecard approach. The system integrates budgeting, action plans, HR planning and quality management. The data warehouse approach is used to capture data from the diverse source systems and to store the data in an integrated database. An MIS portal was developed to support the management process and be open to the personnel of the institution. The portal supports the dialogue and commitment of the personnel to the strategic outlines. The portal is open to management and the personnel of the institution.

Download Full-text