Using a Balanced Scorecard Framework to Leverage the Value Delivered by IS

2001 ◽  
pp. 212-230 ◽  
Author(s):  
Bram Meyerson
Keyword(s):  
Information Systems ◽  
Balanced Scorecard ◽  
Fundamental Principle ◽  
Is Management ◽  
The Subject ◽  
And Performance ◽  
Business Requirements ◽  
Technology Processes ◽  
Overall Effectiveness ◽  
Is Value

The pace of business and technological change continues to accelerate and the gap between business requirements and the capability of Information Systems (IS) groups to deliver, is getting wider. Very often both business and IS executives fail to understand the value of their IS investments and the factors that underpin IS performance. What is required to address these issues is a broad range of metrics to gauge both IS value and performance. The fundamental principle underlying the approach described in this chapter is that measurement should be used as a catalyst for change. “You cannot fully understand a subject until it is measured,” is a cliche from a famous physicist. The subject matter under review is that of the overall effectiveness and efficiency of an IS group in meeting the business needs. The emphasis is more on the information systems that provide business functionality than on technology processes and technical infrastructure issues. IS management is particularly challenging as it usually lacks mature measurement. This is paradoxical as the IS industry promotes the use of information systems to more effectively manage businesses.

Management Instruments for Sustainable Information Systems Management

2011 ◽  
pp. 1448-1465
Author(s):  
Koray Erek ◽  
Nils-Holger Schmidt ◽  
Rüdiger Zarnekow ◽  
Lutz M. Kolbe
Keyword(s):  
Information Systems ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Systems Management ◽  
Green It ◽  
Conceptual Foundation ◽  
Information Systems Management ◽  
The Balanced Scorecard ◽  
Is Management ◽  
Sustainable Information Systems Management

The increasing dissemination of information systems (IS) into all areas of business and personal life has drawn attention to its economic, environmental and social effects. IS organizations are becoming aware that they have to take up their responsibility by thinking seriously about sustainability management for information systems. While measures for using computing resources efficiently have received considerable attention, the topic of sustainability in IS management is still lacking theoretical and conceptual foundation. As a contribution to the ongoing discussion of “Green IT”, the purpose of this chapter is to apply the concept of sustainability into the field of IS management using practical concepts such as a procedural model, the balanced scorecard and a maturity model.

Real Time in Self-Adaptability of Web Services to the Context based on Workflow

2015 ◽  
Vol 6 (1) ◽  
pp. 48-62 ◽  
Author(s):  
Faîçal Felhi ◽  
Jalel Akaichi
Keyword(s):  
Information Systems ◽  
Web Services ◽  
Real Time ◽  
Service Oriented Architecture ◽  
Distributed Information Systems ◽  
Distributed Information ◽  
Service Oriented ◽  
The Subject ◽  
And Performance

Real time impact in many applications is the subject of a recent field of studies in information systems. Web services are a solution for the integration of distributed information systems that are autonomous, heterogeneous and auto adaptable to the context. This impact can resolve many problems in different systems based on Service Oriented Architecture (SOA) and web services. In this paper, the authors are interested in defining an approach to provide the different needs of self-adaptability of SOA to the context based on workflow, define the real time goal in their approach and show the feasibility and performance evaluation of their approach in an ambulance trajectory case study.

Management Instruments for Sustainable Information Systems Management

2010 ◽  
pp. 253-270
Author(s):  
Koray Erek ◽  
Nils-Holger Schmidt ◽  
Rüdiger Zarnekow ◽  
Lutz M. Kolbe
Keyword(s):  
Information Systems ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Systems Management ◽  
Green It ◽  
Conceptual Foundation ◽  
Information Systems Management ◽  
The Balanced Scorecard ◽  
Is Management ◽  
Sustainable Information Systems Management

The increasing dissemination of information systems (IS) into all areas of business and personal life has drawn attention to its economic, environmental and social effects. IS organizations are becoming aware that they have to take up their responsibility by thinking seriously about sustainability management for information systems. While measures for using computing resources efficiently have received considerable attention, the topic of sustainability in IS management is still lacking theoretical and conceptual foundation. As a contribution to the ongoing discussion of “Green IT”, the purpose of this chapter is to apply the concept of sustainability into the field of IS management using practical concepts such as a procedural model, the balanced scorecard and a maturity model.

Aligning Information Systems and Technology with Benefit Management and Balanced Scorecard

2017 ◽  
pp. 112-131 ◽  
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Information Systems ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Continuous Mapping ◽  
Integrated Approach ◽  
Business Success ◽  
Measurement Tool ◽  
Dimensional System ◽  
Benefits Realization ◽  
And Performance

Investments in Information Systems and Technology (IS/IT) have not always generated the business value or the financial revenue that should be expected. Some authors argue that the result of those studies that related investments in IS/IT to increased organisational performance over the last thirty years were far from true. Others say that the amount spent on IS/IT and business success has no direct connection. The relationship between IS/IT and performance is widely discussed, but is little understood. Organizations today need to deliver more complex products and demanding services in a better, faster, and cheaper way. The challenges that companies address today require enterprise-wide solutions that call for an integrated approach and the effective management of organizational resources in order to achieve business objectives. Benefits Management (BM) approach proposes a continuous mapping of the benefits of IS/IT investments, implementing and monitoring intermediate results. Balanced Scorecard (BSC) is an innovative approach that considers the financial and non-financial perspectives in determining the performance level of an organization. Not only does it represent a measurement tool, but it is also a multi-dimensional system of performance management which focusses on the alignment of all business initiatives with the strategy. In this paper, the authors propose a link between these two approaches to improve the management of business benefits and to ensure that actions taken along the investment life-cycle lead to foreseen benefits realization. The goal of this integration is to propose a framework that combines the “best of” the both methods. A key issue of this combination lies in the fact that all involved stakeholders must understand more clearly what is required, what is realistically expected, and what is possible to achieve from these investments.

ARTISTIC AND AESTHETIC EDUCATION AND MUSICAL PSYCHOTHERAPY OF A SPECIALIST’S TRAINING

2020 ◽  
Vol 384 (2) ◽  
pp. 222-232
Author(s):  
P. V. Menshikov ◽  
G. K. Kassymova ◽  
R. R. Gasanova ◽  
Y. V. Zaichikov ◽  
V. A. Berezovskaya ◽  
...  
Keyword(s):  
Performance Practice ◽  
Piano Music ◽  
Traumatic Experiences ◽  
Special Role ◽  
Native Culture ◽  
History Of ◽  
The Subject ◽  
And Performance ◽  
The Many ◽  
Special Meaning

A special role in the development of a pianist as a musician, composer and performer, as shown by the examples of the well-known, included in the history of art, and the most ordinary pianists, their listeners and admirers, lovers of piano music and music in general, are played by moments associated with psychotherapeutic abilities and music features. The purpose of the study is to comprehend the psychotherapeutic aspects of performing activities (using pianists as an example). The research method is a theoretical analysis of the psychotherapeutic aspects of performing activities: the study of the possibilities and functions of musical psychotherapy in the life of a musician as a “(self) psychotherapist” and “patient”. For almost any person, music acts as a way of self-understanding and understanding of the world, a way of self-realization, rethinking and overcoming life's difficulties - internal and external "blockages" of development, a way of saturating life with universal meanings, including a person in the richness of his native culture and universal culture as a whole. Art and, above all, its metaphorical nature help to bring out and realize internal experiences, provide an opportunity to look at one’s own experiences, problems and injuries from another perspective, to see a different meaning in them. In essence, we are talking about art therapy, including the art of writing and performing music - musical psychotherapy. However, for a musician, music has a special meaning, special significance. Musician - produces music, and, therefore, is not only an “object”, but also the subject of musical psychotherapy. The musician’s training includes preparing him as an individual and as a professional to perform functions that can be called psychotherapeutic: in the works of the most famous performers, as well as in the work of ordinary teachers, psychotherapeutic moments sometimes become key. Piano music and performance practice sets a certain “viewing angle” of life, and, in the case of traumatic experiences, a new way of understanding a difficult, traumatic and continuing to excite a person event, changing his attitude towards him. It helps to see something that was hidden in the hustle and bustle of everyday life or in the patterns of relationships familiar to a given culture. At the same time, while playing music or learning to play music, a person teaches to see the hidden and understand the many secrets of the human soul, the relationships of people.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

The Balanced Scorecard

2017 ◽  
Vol 5 (2) ◽  
pp. 1-15
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
New Developments ◽  
Organizational Skills ◽  
The Balanced Scorecard ◽  
Customer Preferences ◽  
Innovation Activities ◽  
Measurement Tools ◽  
Physical Assets ◽  
And Performance

Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balanced scorecard (BSC) is a powerful tool that gives to managers a fast, but comprehensive view of the business including operational measures on customer satisfaction, organization's innovation, activities improvement, as well as financial measurements. In this paper the authors address the BSC and promote the discussion about the strengths and the limitations and pointing out new developments to overcome the today´s business trends.

Effects of strategic information systems on competitive strategy and performance

2018 ◽  
Vol 67 (9) ◽  
pp. 2018-2045 ◽  
Author(s):  
Adilson Carlos Yoshikuni ◽  
Alberto Luiz Albertin
Keyword(s):  
Information Systems ◽  
Competitive Strategy ◽  
Corporate Performance ◽  
Equation Modeling ◽  
Strategic Information ◽  
Content Type ◽  
Strategic Information Systems ◽  
Positive Effects ◽  
Strategic Orientations ◽  
And Performance

Purpose This study argues that strategic information systems (SISs) are necessary for organizations’ survival and corporate performance in turbulent economic environments. Applying Miles and Snow’s strategy typology, the purpose of this paper is to explore how SIS supports business strategy and corporate performance. Design/methodology/approach This study uses quantitative survey data from 389 Brazilian companies during economic crises and analyzes them using structural equation modeling. Findings There is strong evidence that SIS promotes capacity and flexibility to create competitive strategies in response to environmental changes. SIS significantly and positively predicts firms’ use of prospector strategies, reducing the need to sacrifice efficiency for innovation. SIS can predict corporate performance more strongly than firms’ strategic orientations can. Practical implications The results provide organizations insights on how SIS enables strategic planning processes to create competitive strategy and improve performance during economic turbulence. Originality/value This research demonstrates SIS’s positive effects during economic turbulence on competitive strategy and performance, revealing that corporate performance is influenced more by SIS (strategic process) than strategic orientation (content). Hence, this study fills a research gap in the information systems strategy literature by contributing new insights about SIS.

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