scholarly journals Positive image as a key factor of increasing the enterprise's competitiveness

2020 ◽  
pp. 36-40
Author(s):  
Svitlana FAIZOVA ◽  
Olha FAIZOVA ◽  
Viktoriia HUTSALOVA
Keyword(s):  
Value Creation ◽  
Balanced Scorecard ◽  
Corporate Image ◽  
Corporate Value ◽  
Integral Index ◽  
The Balanced Scorecard ◽  
Positive Image ◽  
A Value ◽  
Future Value

The article is devoted to defining the essence and role of corporate (value) image as a factor of the value-oriented competiti-veness at the enterprise. The relevance of topic is due to growing role of intangible assets, image of the company, in the growth of its market value. Need for further research is connected with the problem of valuation of image. It is also connected with fact that in the highly concentrated basic industries of economy in Ukraine the overwhelming number of enterprises are cost oriented. Purpose of the work is to improve methodology of assessing the image of a value-oriented enterprise based on the concept of Balanced Scorecard - BSC. The system-structural analysis and the method of logical generalization were used to clarify essence and place of image in the structure of intangible assets of the enterprise, factor and economic-mathematical analysis – to form the BSC management panel and to calculate the integral index of corporate image; critical analysis - to compare alternative approaches to form a Balanced Scorecard and role of company image in the implementation of its cost growth strategy. Assessment of the corporate (value) image of a metallurgical value-oriented enterprise is implemented by the normative method of integral evaluation of the investment attractiveness of enterprises and organizations. The Balanced Scorecard - BSC concept, which is emerged as a system of estimation of the cost and efficiency of the enterprise using measuring instruments of material and intangible factors of its value creation, was used as a tool for assessing the corporate (value) image of a metallurgical value-oriented enterprise. The validity of valuing image of a value-oriented enterprise based on the BSC concept is that a positive image of an industrial enterprise produces its future value in the stock market, which allows it to gain an edge over its competitors. The authors have improved the method of estimating the image of a value-oriented enterprise, which, unlike the known ones, involves the calculation of integral index of the corporate image of enterprise on the basis of the Balanced Scorecard. The comprehensive assessment of the indicator takes into account both positive characteristics and reasoning for the choice: significant orientation on expectations of the investment community; the possibility of taking into account contribution of intellectual capital of the enterprise in the creation of its future value; simplicity of calculation and availability of indicator logic perception at all levels of management; the ability to navigate key factors of value creation and value image of the enterprise to lower levels of management. The practical value of the proposed methodology for the assessment of corporate image is to determine the strategy of its adjustment and increase the strategic competitiveness of the enterprise.

Improving integrated reporting

2019 ◽  
Vol 20 (1) ◽  
pp. 60-82 ◽  
Author(s):  
Rada Massingham ◽  
Peter Rex Massingham ◽  
John Dumay
Keyword(s):  
Value Creation ◽  
Balanced Scorecard ◽  
Intangible Assets ◽  
Organisational Learning ◽  
Performance Measurement System ◽  
Intangible Asset ◽  
Strategy Execution ◽  
Integrated Reporting ◽  
Content Type ◽  
Future Value

Purpose The purpose of this paper is to present a new learning and growth perspective for the balanced scorecard (BSC) that includes more specific measures of integrated thinking and value creation to help improve integrated reporting (<IR>). Practical, relevant definitions of these historically vague concepts may improve intangible asset disclosures (IAD) and increase uptake of the<IR> framework. Design/methodology/approach The paper is conceptual. The authors use organisational learning to theorise about the learning and growth perspective of the BSC, within the context of the practice of IAD. Findings Several criticisms of IAD, the<IR>framework and the BSC have acted as barriers to implementing the<IR>framework. The improved version of the BSC’s learning and growth perspective, presented in this paper, addresses those criticisms by redefining the concept of integrated thinking (learning) and more fully connecting that learning to future value creation (growth). The model is designed to be used in tandem with the<IR>framework to operationalise integrated thinking. A new BSC strategy map illustrates how this revised learning and growth perspective interacts with the other three BSC perspectives to create long-term shareholder value through the management and growth of knowledge within an organisation. Research limitations/implications Organisational learning is an important source of competitive advantage in the modern knowledge economy. Here, the authors encourage further debate on how to report and disclose information on intangible assets, driven by a new conceptual strategy for organisational learning that fully supports the BSC’s capacity to help integrated thinking and future value creation for the<IR>framework. Practical implications From its roots as a performance measurement system, the BSC has become a widely used strategy execution tool. The<IR>framework has struggled to gain traction, but still has value in exploring intangible assets and its disclosure from a systems thinking perspective. The model is designed to bring an explicit understanding of how to improve integrated thinking for the<IR>framework facilitating better measurement, management and reporting of human and structural capital. By doing so, the new model enables a firm to use the BSC to engage with<IR>more effectively, which should also be useful for practitioners given the widespread use of the BSC. Originality/value The analysis of the BSC’s learning and growth perspective reveals two dichotomies – one between resources and growth, and another between systems and capability. The revised perspective resolves these dichotomies with clear, forward-focused measures of learning and intangible asset growth, and multiple vertical and horizontal connections between the perspective’s four constructs. The authors demonstrate practical paths to value creation through a range of strategic impacts.

The Role of Web Services

2010 ◽  
pp. 342-357
Author(s):  
Pauline Ratnasingam
Keyword(s):  
Web Services ◽  
Balanced Scorecard ◽  
Small Businesses ◽  
Lessons Learned ◽  
Business Firm ◽  
The Balanced Scorecard ◽  
Exploratory Case Study

This chapter aims to examine the extent of Web services usage and quality, applying the balanced scorecard methodology in a small business firm as an exploratory case study. This chapter contributes to guidelines and lessons learned that will inform, educate, and promote small businesses on the importance of maintaining the quality of Web services.

The balanced scorecard: comments on balanced scorecard commentaries

2012 ◽  
Vol 8 (4) ◽  
pp. 539-545 ◽  
Author(s):  
Robert S. Kaplan
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Personal Writing ◽  
Strategy Formulation ◽  
Content Type ◽  
The Balanced Scorecard ◽  
The Past ◽  
Personal Experiences ◽  
Practical Implications

PurposeThe purpose of this paper is to provide the author's insights about five papers written in this volume about his published work on the balanced scorecard (BSC).Design/methodology/approachThe author's comments are based on his personal writing, teaching, speaking about, and implementing the BSC during the past 20 years.FindingsThe author finds that academic commentary on the BSC often ignores its role in strategy execution.Research limitations/implicationsThe commentary is unique to the author's personal experiences and may not be generalizable to other scholars who have not shared the same experiences.Practical implicationsThe paper may help scholars better understand the role of the BSC for strategy formulation, communication and implementation. It may also aid them in teaching the BSC to students and executives.Social implicationsThe paper discusses how the BSC can be used in public sector applications, as well as for companies that want to internalize environmental, social and community objectives in their strategies.Originality/valueThe paper reflects the personal views of the author; it is original to him.

scholarly journals Pengukuran Kinerja dengan Metode Balance Scorecard pada Perusahaan Printpro

2016 ◽  
Vol 15 (2) ◽  
Author(s):  
Yuniaristanto ◽  
Irfan Hilmi Hamdani ◽  
Niken Aristyawati ◽  
Galuh Qodrina
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Success Factor ◽  
Company Performance ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
Critical Success ◽  
Key Performance Index ◽  
A Value ◽  
Financial Perspective

<em>Performance measurement required by each company to conduct an evaluation of various aspects in order to improve the quality and increase the profit of the company. Performance measurement on Printpro done using the Balanced Scorecard method outlined in the Critical Success Factor or Key Performance Index. As for the weighting of each of these perspectives using Paired comparisson. Of the votes obtained some aspects that increase, constant and decreasing. For increased aspect is learning and growth perspective of the year 2014 amounted to 0.334 into 0.418 in 2015. While the constant perspective is the perspective of the customer from 2014 to 2015 is at a value of 0.84. And for the financial perspective of 2014 decreased by 0.835 into 0.752 in 2015, while the internal business perspective also declined from 0.17 in 2014 to 0.08 in 2015</em>

scholarly journals Kinerja Pendampingan Usaha Rintis Binaan Pada Orangenest Incubiz

2019 ◽  
Vol 16 (1) ◽  
pp. 16-28
Author(s):  
Septiana Ayu Estri Mahani
Keyword(s):  
Balanced Scorecard ◽  
Secondary Data ◽  
Government Support ◽  
Business Incubator ◽  
Performance Achievement ◽  
The Balanced Scorecard ◽  
Technology Incubator ◽  
The Republic ◽  
Quantitative Descriptive

ABSTRAK  Penelitian ini bertujuan untuk mengevaluasi kinerja Inkubator Bisnis dan Teknologi dalam pendampingan usaha rintisan binaan. Kinerja Inkubator Bisnis Teknologi Orangenest dalam aspek manajemen masih kurang optimal. Jika dilihat dari proyek yang harus dikerjakan, tenaga pengelola dan pendamping masih kurang kompeten. Dukungan dari Pemerintah berupa sosialisasi Peraturan Presiden RI Nomor 27 Tahun 2013 mengenai peranan inkubator bisnis dalam pendampingan usaha tenant juga masih belum optimal. Penelitian dilakukan di Inkubator Bisnis Orangenest Incubiz di Kota Bandung dan dengan mewawancarai pengelola dan tenant inkubator. Jenis penelitian ini adalah deskriptif kuantitatif. Data yang digunakan dalam penelitian ini adalah data primer dan sekunder. Data yang diperoleh dianalisis dengan metode balanced scorecard (BSC). Hasil penelitian ini menunjukkan, skor pencapaian kinerja Inkubator Bisnis Teknologi Orangenest Incubiz sebesar 41,328. Kata Kunci: Balanced Scorecard (BSC), Inkubator Bisnis dan Teknologi, Kinerja Inkubator ABSTRACT This study aims to evaluate the performance of Business and Technology Incubators in mentoring pilot businesses. The performance of the Orangenest Technology Business Incubator in management aspects is still not optimal. If seen from the project that needs to be done, the management and escort staff are still less competent. Government support in the form of socialization of the Republic of Indonesia Presidential Regulation Number 27 of 2013 concerning the role of business incubators in assisting tenant businesses is still not optimal. The research was conducted at the Orangenest Incubiz Business Incubator in Bandung City and by interviewing incubator managers and tenants. This type of research is quantitative descriptive. The data used in this study are primary and secondary data. The data obtained were analyzed by the balanced scorecard (BSC) method. The results of this study indicate, the performance achievement score of Orangenest Incubiz Technology Business Incubator was 41,328. Keywords: Balanced Scorecard (BSC), Business and Technology Incubator, Incubator Performance

scholarly journals Penerapan Metode Balanced Scorecard dan Analytical Hierarcy Process (AHP) Dalam Penentuan Karyawan Berprestasi (Studi Kasus : Kantor Pertanahan Kota Pekanbaru)

2020 ◽  
Vol 7 (1) ◽  
pp. 111-117
Author(s):  
Dega Aguansyah
Keyword(s):  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Ahp Method ◽  
Research Results ◽  
The Balanced Scorecard ◽  
A Value ◽  
Hierarchy Process ◽  
Government Institution ◽  
Comprehension Accuracy

The National Land Agency (abbreviated BPN in Indonesian) is a non-ministerial government institution that is under and responsible to the President and led by the Head (in accordance with Presidential Decree No. 63 of 2013). The problems that occur at the Pekanbaru Land Office in determining outstanding employees are only seen based on the results of the work they do, not based on the criteria for each employee. Therefore, this study was conducted to provide application in determining outstanding employees with more detailed results based on the criteria of each employee using several methods, including the Balanced Scorecard method and the Analytical Hierarchy Process (AHP). Based on the research results, it is known that based on the Balanced Scorecard method, the criteria to be used are Comprehension, Accuracy, Craft, and Discipline with the same highest value, namely 12.25. After that, each employee was assessed based on the criteria using the Analytical Hierarchy Process (AHP) method with the highest score being DHEA with a value of 0.301.

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