EBBSC

Author(s):  
Fen Wang ◽  
Guisseppi Forgionne

E-business is far more about strategy than technology, and the strategy of e-business is very important in today’s dynamic and competitive environment. In this article, we describe a balanced scorecard-based framework in detail and discuss its potential e-business uses. This framework enables e-business managers to plan and allocate resources more effectively and align strategic objectives with performance results. It also provides a stable point of reference for e-businesses to understand and manage the fundamental changes introduced by e-business initiatives.

2009 ◽  
pp. 1797-1820
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne

E-business is far more about strategy than technology, and the strategy of e-business is very important in today’s dynamic and competitive environment. In this article, we describe a balanced scorecard-based framework in detail and discuss its potential e-business uses. This framework enables e-business managers to plan and allocate resources more effectively and align strategic objectives with performance results. It also provides a stable point of reference for e-businesses to understand and manage the fundamental changes introduced by e-business initiatives.


2011 ◽  
pp. 1230-1252
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne

E-business is far more about strategy than technology, and the strategy of e-business is very important in today’s dynamic and competitive environment. In this article, we describe a balanced scorecard-based framework in detail and discuss its potential e-business uses. This framework enables e-business managers to plan and allocate resources more effectively and align strategic objectives with performance results. It also provides a stable point of reference for e-businesses to understand and manage the fundamental changes introduced by e-business initiatives.


2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yoyon Safrianto

Abstract Nowadays, the companies are in the middle of the information competition century.  To  achieve  competitive  success,  the  century  information  environment requires the new ability of the companies must be owned by the manufacturing and services. A company's ability to process information from a variety of instruments is absolutely need, steer the company to across the complex competitive environment. Company requires instrument which capable of explaining various aspects of the environment and performance in monitoring of travel towards a promising future. Balanced Scorecard provides an instrument that is required to steer the company toward the future success of the competition. An accurate understanding about the goals  and  methods  for  achieving  it  is  very  vital.  Balanced  Scorecard  translates mission and strategy of the company in to a comprehensive measure that provides a framework for measurement and strategic management system. Scorecard measures the performance of companies on the four perspectives of balanced: financial, customer. internal business processes, and learning growth. Balanced Scorecard enables companies to record financial performance results as well as monitor progress  in  building  the  company's  ability  and  to  obtain  intangible  assets  that required for future growth. Keywords: balanced scorecard, performance, and trategic management system


Bibliosphere ◽  
2018 ◽  
pp. 101-104
Author(s):  
Yu. N. Dresher ◽  
E. A. Kosolapova ◽  
T. I. Klyuchenko

Today, effective quality management is a factor in organizing the institution ensuring its market success in a competitive information and library market. New approaches appeared to increase the organization effectiveness. The introduction of a Balanced Scorecard (BS) is an approach that based on a causal relationship between strategic objectives reflecting their parameters and the factors for obtaining the planned results. The BS provides a new approach to the strategic management of institutions of any size, different spheres of ownership and activities. Analysis of BS implementation in an organization with an existing quality management system (QMS) allows asserting them should be used as complementary approaches. Based on the results of this study, the specialists of the Republican Medical Library and Information Center (RMLIC) of the Ministry of Health of the Republic of Tatarstan carried out preparatory work to implement their own system. We started with customer demands satisfaction by products and services, monitoring and measuring this satisfaction. The main argument for making this decision is that the information obtained after monitoring and measuring customer satisfaction will serve as the basis to determine the strategic reference points (mission, values, vision) of the library and information center. Satisfaction indirect indicators have been taken into account; a method of brainstorming is used to systematize the judgments on the quality of provided products and services: library, bibliographic, information services and information-library products to health professionals (selective dissemination of information, differentiated servicing of managers), information and legal services. The results obtained and the conclusions drawn will be used to improve the quality management system of RMLIC and the activities of the Center as a whole. They should be applied in other libraries implementing a quality management system


Author(s):  
Tatyana A. Chuprova ◽  
G. I. Bisharova

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.


Author(s):  
Jason Groves

Already in the nineteenth century, German-language writers were contending with the challenge of imagining and accounting for a planet whose volatility bore little resemblance to the images of the Earth then in circulation. In The Geological Unconcious, Jason Groves traces the withdrawal of the lithosphere as a reliable setting, unobtrusive backdrop, and stable point of reference for literature written well before the current climate breakdown, let alone the technologies that could forecast those changes. Through a series of careful readings of romantic, realist, and modernist works by Tieck, Goethe, Stifter, Benjamin, and Brecht, the author traces out a geological unconscious—in other words, unthought and sometimes actively repressed geological knowledge—where it manifests in European literature and environmental thought. This inhuman horizon of reading and interpretation offers a new literary history of the Anthropocene in a period where this novel geological epoch, though arguably already underway, remains unnamed and otherwise unmarked. These close readings also unearth an entanglement of the human and the lithic in periods well before the geological turn of cotemporary cultural studies. In those depictions of human-mineral encounters on which The Geological Unconcious lingers, the minerality of the human and the minerality of the imagination becomes apparent. While The Geological Unconcious does not explicitly set out to imagine alternatives to fossil capitalism, in elaborating a range of such encounters and in registering libidinal investments in the lithosphere that extend beyond Carboniferous deposits and beyond any carbon imaginary, it points toward alternative relations with, and less destructive mobilizations of, the geologic.


Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.


2011 ◽  
pp. 611-618
Author(s):  
Juha Kettunen

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.


2010 ◽  
pp. 2378-2388
Author(s):  
Preeti Goyal ◽  
Bhimaraya A. Metri

Today, alliances, collaborations, and networks are synonymous with strategy. Business process outsourcing (BPO) is one such type of alliance. With increasing reliance on outsourcing, the organizational boundaries are blurring. The implications for the client organization can be tremendous, as it now relies on an outside organization to fulfill its operational objectives. Currently, there is no single framework that can effectively measure performance for BPO arrangements. In its present form, the balanced scorecard (BSC) only addresses the performance measurement needs of a single enterprise and any perspective on any external relationships is completely missing. The traditional BSC does not suffice as a performance measurement framework for BPO. While both the client and the vendor can use a BSC for their respective organizations, the strategic objectives of the organizations may not be met. In this article the authors propose a new perspective as an extension to the BSC, namely, the goals alignment perspective. Goals alignment of the two organizations will enable creation of performance measures that will help participating organizations to achieve their respective goals.


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