scholarly journals BSC/ABC EFFICIENCY AND PERFORMANCE STRATEGY

ZBORNIK MES ◽  
2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Rada Kučinar ◽  
Predrag Pravdić
Keyword(s):  
Balanced Scorecard ◽  
Success Factors ◽  
Service Providers ◽  
The Balanced Scorecard ◽  
Key Success Factors ◽  
Trade Offs ◽  
Performance Drivers ◽  
And Performance ◽  
Balance Set

Currently a rapid boom has been experienced in telecom sectors. In such a milieu, the pursuit of enhancing service quality has become imperative among the service providers. The balanced scorecard should be viewed as a dynamic system that evolves as the company’s strategy evolves. The four perspectives of the scorecard permit a balance between shortterm and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objectives measures and soften more objective measures. This balance set of measures that reveal the trade-offs that managers have already madе among performance measures and encourage them to achieve their goals in the future without making trade-offs among key success factors.

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.

Defining Meaningful Measures of IT Productivity with the Balanced Scorecard

2002 ◽  
pp. 132-145
Author(s):  
Nancy Eickelmann
Keyword(s):  
Information Technology ◽  
Balanced Scorecard ◽  
Skill Levels ◽  
The Balanced Scorecard ◽  
Management Quality ◽  
Measurement Framework ◽  
Flow Channels ◽  
Trade Offs ◽  
And Performance ◽  
It Productivity

The accurate and timely measurement of an organisation’s information technology (IT) productivity is a critical tool to control the strategic and operational aspects of any firm. This chapter describes the validation and integration of productivity measures through the application of the Balanced Scorecard. Developing measures of IT productivity that are not skewed by methodological or data collection anomalies, shifting usage of communication and work-flow channels, negated utility of knowledge management, quality versus quantity trade-offs, and differences in individual skill levels and performance is difficult yet essential. The Balanced Scorecard as a strategic measurement framework is applied to assist in determining the appropriate matching of what we intend to measure and to what we assign numerical values.

Using the Balanced Scorecard to Align Strategy and Performance in Long Term Care

1998 ◽  
Vol 11 (3) ◽  
pp. 33-38 ◽  
Author(s):  
Melanie MacDonald
Keyword(s):  
Health Care ◽  
Balanced Scorecard ◽  
Long Term Care ◽  
Care Facility ◽  
Health Care Facility ◽  
Term Care ◽  
The Balanced Scorecard ◽  
And Performance ◽  
Rehabilitative Services

The Sisters of Charity of Ottawa Health Service (SCOHS) is a Canadian health care corporation that has adapted Kaplan and Norton's balanced scorecard to enhance strategic management and measurement in a multisite health care facility comprising long term care, continuing complex care, rehabilitative services, palliative care and ambulatory care. This article discusses how the SCOHS has incorporated the following principles into the balanced scorecard: demonstration of cause and effect; inclusion of outcomes and performance drivers; linkage to fiscal and utilization indicators; and integration of the mission and values of the organization. Examples of corporate level outcomes and performance measures are provided in the form of lead and lag indicators.

scholarly journals Balance Scorecard -Financial Prspective Study of Hindustan Aeronautics Limited

2010 ◽  
Vol 9 (2) ◽  
pp. 81-92
Author(s):  
Leena James ◽  
Jeetendra Panigrahi
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Competitive Environment ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
And Performance

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 now a well-known and widely used management tool for balancing an organization's performance and can react to situations.

scholarly journals Firm’s Innovation Ecosystem: Barriers, Key Success Factors and Strategies

Webology ◽  
2021 ◽  
Vol 18 (SI03) ◽  
pp. 14-24
Author(s):  
Vu Minh Hieu ◽  
. .
Keyword(s):  
Risk Taking ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Innovation Ecosystem ◽  
Strategic Positioning ◽  
The Balanced Scorecard ◽  
Key Success Factors ◽  
Business Units ◽  
Management Commitment ◽  
Sustainable Value

Strategic positioning fosters the firm performance in an ecosystem. Companies in an innovation ecosystem use strategic tools to connect different business units. The systematic literature review was used to search for the articles used in this review. Google Scholar search engine was employed to filter the references of each selected paper. In total, 41 papers published in journal and conference proceedings have been used for the review. The review shows that companies challenges as shortage of willingness to share insights and intellectual property, confusion over management methods need to create sustainable value, lack of coordination within the ecosystem, lack of an innovation plan, failure to pay attention to a new set of risks and costs associated with network-types of practices when innovating through an ecosystem. The review highlights specific key success factors such as management commitment, consumer value, and value chains linked to customers’ expectations, and organisational culture that supports change processes, well-articulated goals, timelines and milestones, and embracing risk-taking and understanding the nature of risks in collaborative networks. Furthermore, the review also identified the balanced scorecard multiplying risks and value blueprint as strategic tools used to evaluate the performance of companies within an ecosystem. The study concludes that managers should evaluate the ecosystems’ ability and the potential of their firms to survive.

scholarly journals ENVIRONMENTAL - BALANCED SCORECARD SEBAGAI STRATEGI DALAM MENGHADAPI PERSAINGAN DI MASA MENDATANG

2002 ◽  
Vol 1 (1) ◽  
Author(s):  
Werner R. Murhadi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Balance Scorecard ◽  
Past Performance ◽  
The Balanced Scorecard ◽  
Future Performance ◽  
Negative Environmental Impact ◽  
And Performance ◽  
A Company

Present development in performance measurement only considers the financial aspects of company that focuses on the past performance or lag indicator. Companies need other indicators to be used as lead indicators, to look after future performance. It needs a new method to integrate goals and performance measurement in a company, and to achieve vision and mission of the company. Balanced Scorecard system included, performance measurement based on financial aspect and non-financial aspects.Besides using the Balanced Scorecard as performance measurement, some companies use it as a strategic management system to manage its strategy for the long term. The Balance Scorecard, still could not response rapid concerns of society in environmental problems. Increasing of environmental awareness in the global society makes companies should not consider only on four perspectives in Balanced Scorecard, but also on environmental perspectives on companies' environment. Company's vision, mission and strategy should be reflected and inspired in the five aspects in Environmental-Balanced Scorecard.Tight competition in the industry and people's concern in reducing pesticide in the environment compels a company to develop strategies which can be used to satisfy its stakeholder. Environmental-Balanced Scorecard implementation as a management strategic system will help the company developing its competitive strategy and will satisfy society's demand to overcome negative environmental impact from its product.

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.

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.

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