The balanced scorecard as a strategic management tool in urban medicalgroups in China: anexperimental study.

Purpose– The purpose of this paper is to suggest a novel hybrid method by integrating a decision sciences approach with balanced scorecard (BSC) in order to scientifically enable the efficient strategic management of an organization under limited resources. The proposed research model endeavors to improve critical basis deficiencies of the original BSC as well as formerly improved forms of BSC by appropriately integrating three disparate methods: BSC, analytic network process (ANP), and zero-one goal programming (ZOGP).Design/methodology/approach– The designed approach is separated into three major parts. At first, the traditional BSC, concentrating on both financial and intellectual capital, was adopted as the strategic management framework, and then priorities as well as the importance of tactical drivers derived from BSC application were consecutively identified by the application of ANP. Finally, the study further applied the obtained results of integrated BSC and ANP to ZOGP in order to scientifically identify the optimal strategic investment under simulated constraints of the considered organization.Findings– An application of BSC, ANP, and ZOGP with a case study of an academic institution provided an improved strategic management approach for optimally and scientifically utilizing the limited resources of the organization. The suggested results indicated that only 11 of the 23 strategic projects should be executed. Moreover, the selected tactical tasks would efficiently use less than 36 percent of the strategic expenses of the traditional management approach.Originality/value– Based on the intensive literature reviews, the proposed method could be determined as a novel hybrid approach. It newly conveyed the practical management approach by innovatively including the proper decision sciences method to BSC. This improvement scientifically considered on the resource allocation process that has never been studied before in formerly improved BSC.

The purpose of this research is to conduct a literature review of previous research on the Balanced Scorecard (BSC) from 2020-2024. BSC as a strategic tool management tool that is widely used by universities to improve the performance of their organizations. This research uses SLR which presents quantitative data on BSC issues and university performance. There are several measurements used, namely journals, variables, and theories as well as the field of science reaserch approach. The study results show 30 articles from accredited national journals and national journals. The topic of college performance is influenced by variables of information technology, quality assurance, financial perspective, growth learning perspective, customer perspective, and internal perspective. The theory used is BSC theory. The fields of accounting, management, public universities and private universities have researched a lot about BSC. Based on BSC measurements that are widely used are financial and customer perspectives. Although the college has successfully implemented BSC, the main challenge faced is the adjustment of key performance indicators and long-term goals of the college. This research provides insights, benefits and constraints in implementing and recommending BSC to improve organizational performance.

Modern organizations focus on the importance of strategic management and control over current and short-term goals and their corrective role on the strategic success factors of the organization in the process of using the resources of the external environment, ignoring the challenges; as the priorities of the activity are to maximally satisfy public expectations, to minimize the spending of resources, to use its own priorities, to successfully overcome uncertainty and risk, to introduce the adequacy of management decisions against the background of reasonable and measured risk. In the study alternatives are discussed as the Balanced Scorecard model suggested by observations and practice, and implications are provided in regard to changing and improving the architecture of the Balanced Scorecard (BSC) as a tool for management and control in conditions of high variability and uncertainty of the economic and social environment. Examined are some models in place to develop and implement the BSC and on this basis are structured conclusions and recommendations in the following aspects: the organization's strategy, which involves the application of BSC and the inclusion of elements to develop key aspects of the strategy; the potential of the BSC model and its application according to the different needs of management; the needs of the process of developing and implementing BSC and to further expand the applications of the BSC as a strategic management tool requiring an assessment of the expected status and priorities in the control of the indicators included.

This paper reviews the use of Enterprise Architecture (EA) for strategic performance management in the transport sector's digital transformation, focusing on the Balanced Scorecard (BSC) theory. EA is essential for strategic planning and performance management in the transport industry, which is vital to the economy. The study analyses academic publications, industry reports, and case studies to assess EA's benefits, drawbacks, and novel solutions in transportation. The Balanced Scorecard framework, which measures and manages performance holistically, should be used to align EA projects. EA and the Balanced Scorecard theory may provide a solid foundation for strategic performance management in the transportation sector's digital transition. It aligns goals, objectives, and KPIs with strategic vision and mission. EA also helps identify important capabilities, processes, and IT systems to accomplish desired results. It also improves decision-making by offering an integrated perspective of the organisation's resources, capabilities, and dependencies. In the transportation industry, EA for strategic performance management faces obstacles, including imprecise communication, insufficient governance, and limited planning. Innovative solutions, including improved communication channels, stronger governance systems, and enhanced planning techniques, are recommended to tackle these issues. This review analysis sheds light on the transport sector's digital transition using EA and the Balanced Scorecard theory. It advises researchers, practitioners, and policymakers to use EA to improve performance management and maintain transportation industry growth.

Performance outcomes of balanced scorecard application in hospital administration in China

The Balanced Scorecard (BSC), a strategic performance management tool, is well received and applied by many world organizations; however government organizations have not really implemented it. Government management issue has no organic relationship with system innovation, institutional reform and transformation of functions. There is a lack of scientific and reasonable performance appraisal indicators for government reform, let alone the improvement of the government management level. The study was carried out to construct the Chinese government performance appraisal system using the BSC method, which mainly in the aspect of financial perspective, customer perspective, internal process perspective and learning and growth perspective. The application and implementation of the BSC can be an important measure of government management innovation, and plays an important role in the process of function transition and administrative system reform.

The Balanced Scorecard (BSC), first introduced by Kaplan and Norton in 1992, is described as a comprehensive performance measurement system as well as a strategic management tool. Over the past decade, the BSC has attracted increasing attention in mainstream management accounting research. A review of the literature identifies five main areas of criticism relating to the BSC. Using particularly Nørreklit’s (2000, 2003) criticisms of the BSC’s assumptions, this research gained views (using both a pilot and follow up survey of New Zealand companies) on the number and titles of perspectives in the BSC; the existence and understanding of cause‐and‐effect relationships; whether or not the BSC was perceived as a strategic control model; the number of performance measures and perceptions of the ability to judge performance based on those measures; and the credibility and effectiveness of the BSC as a management solution. The findings show that the BSC is not used extensively by the firms studied but those that do use it take full advantage of the BSC’s flexibility, using broader perspective names, as needed, to incorporate the desired aspects of organisational performance. There appears to be no concern over whether the cause‐and‐effect relationships meet a set of academic criteria relating to empirical verification and logical independence. However, Nørreklit’s (2000) criticism that the BSC fails to increase strategy awareness finds some support. The findings also contradict the suggestion that the BSC necessitates an excessive number of performance measures which could be detrimental to managerial performance evaluation. Finally, the criticism that the BSC is merely a trend, popularised by management consulting firms, is also not supported.

Purpose This research aims to deal with the analysis of the concept of balance scorecard (BSC) integrated maritime process management in a marine course. Design/methodology/approach Several research studies found that managers lacked a basic understanding of a BSC approach to evaluate a maritime course. This paper analyzes the theoretical and practical approach of strategic BSC tool, analyzing the risks and threats regarding marine accidents. Findings The conclusion is that the BSC can be applied as a maritime process management to course design. Students were assigned a BSC project in a foundational course and completed a survey to establish if the BSC enhanced their knowledge and understanding of maritime process within a maritime safety process. Research limitations/implications Future research would be advised to include a more geographically and randomly selected maritime accident sample. Practical implications Based on the application of BSC, it was concluded that a better understanding of how maritime safety process management operates holistically was attained. Originality/value This research sheds light on a phase of the maritime safety process that has been neglected so far in the maritime education training and generates insights for maritime industry how they can formalize this process and how they can deal with it more systematically.

<p>English Version</p><p>The paper is aimed to examine the effect of balanced scorecard on competitive advantage and its impact to firm performance. The samples of this research are companies that use balanced scorecard in DKI Jakarta as many as 50 companies. This research is uses primary data by giving questionnaires to corporate managers using balanced scorecard. We use Structural Equation Model with SmartPLS. The result of this research shows that there is positive effect between balanced scorecard to competitive advantage. Finding also shows that there is positive effect between balanced scorecard and competitive advantage to firm performance. The research also proves that there is positive effect between balanced scorecard to firm performance through competitive advantage. The findings of this study indicate that the better the application of balanced scorecard in the company will increase the competitive advantage and firm performance.</p>

Each company must have objectives that must be achieved. The main objective of the company is trying to make a profit as much as possible, where the profit is often used for business development. At this time, the popular method of performance measurement is the Balanced Scorecard. This method has been integrated with various methods of business strategy is expected to improve the company's performance significantly. Balanced Scorecard is a measurement method for measuring the company's performance in the future by considering four perspectives to measure the performance of the company are financial perspective, customer perspective, internal business process, and learning-growth perspective. This study aims to determine the application of Balanced Scorecard according to four perspectives and results of their performance according to the Balanced Scorecard measures for the three service companies under investigation. This research is a descriptive study based on observations carried out at three services company in Indonesia. Research on the application of balanced scorecard will be performed at three selected service companies, namely PT Fast Food Indonesia, PT Graha Layar Prima and PT Kristamedia Primary. Research results that the three companies have a Balanced Scorecard approach is a bit different, but still using the same four perspectives. Determination of the weight and the score is determined by the company taking into account the targets to be achieved for each perspective. The indicators used for each perspective also vary, depending on the target to be achieved, and the types of indicators can also vary. The three companies produce good Balanced Scorecard, which illustrates that the financial and non-financial performance can work in harmony and balance to achieve the goals set.<br />Keywords: Balanced Scorecard

This research aims to analyze the influence of the Balance Scorecard and accounting information systems on investment decision making through assessing company performance. The Balance Scorecard as a performance management tool provides a comprehensive view of financial and non-financial aspects that are relevant for investment decision making through assessing company performance, while the accounting information system supports the decision-making process by providing accurate and relevant information. The research results show that the KPI (Key Performance Indicator) Balance Scorecard and accounting information system indicators have a significant influence on Investment decision making, while Performance Assessment alone is not able to mediate the Balance Scorecard and accounting Information System in Investment Decision Making. Because the Balance Scorecard is the Balance Scorecard as Performance management tools provide a comprehensive view of financial and non-financial aspects relevant for investment decision making, while accounting information systems support the decision-making process by providing accurate and relevant information. These findings indicate that the implementation of the KPI Balance Scorecard and effective accounting information system indicators can improve the quality of investment decisions to be more accurate and comprehensive. The implications of this research support the importance of integrating these two tools in strategic decision-making practices in companies.

A systematic review is a method used by researchers to identify, assess, and interpret all findings on research topics to be understood from various research perspectives before the researcher conducted the primary research. This article aims to determine which areas the Balanced Scorecard has used and applied using a systematic review method. The Balanced Scorecard is a concept for measuring the performance of an organization with four different perspectives. The preliminary article screening technique used is to review research papers with the keyword "Balanced Scorecard." 30 articles apply the balanced scorecard in various fields, including health, industry, transportation, finance, business, and management. From the financial and customer perspectives, there are 11 journals each. There are eight journals and 11 journals from internal business processes. The balanced scorecard theory, which is presented in 4 different perspectives, makes the balanced scorecard a balance between measuring an organization's performance in various fields.

The Balanced Score Card (BSC) is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communication and monitor organizational performance against strategic goals. It is a performance measurement tool that considers not only financial measures but also customer satisfaction, business process and learning measures (Johnson et al, 2008).A case study was conducted to establish the application of balanced score card in performance measurement at Essar Telkom Kenya Ltd with data being collected by use of personal interviews with the heads of departments mainly the technical, information technology, customer experience, finance, human resource, sales and marketing.The study revealed that the company primarily uses balanced score card for strategy implementation and as a performance measurement tool and recommends that the company should provide enough resources especially for funding further comprehensive sensitization on the importance of balanced score card in relation to strategic implementation. There is also need for vigorous capacity building program to improve the appreciation and usage of the balanced score card to tap on the gains so far made.

The balanced scorecard (BSC) in Fig. 4.1 is a strategic planning and performance management tool and was first introduced by the accounting academic Dr. Robert Kaplan and business executive and theorist Dr. David Norton. It was first published in 1992 in a Harvard Business Review article (Helmold, 2019). Dr. Kaplan and Dr. Norton took previous metric performance measures and adapted them to include non-financial information. The BSC is the performance metric used in strategic management to identify and improve various internal functions of a business and their resulting external outcomes. It is used to measure and provide feedback to organizations. Data collection is crucial to providing quantitative results, as the information gathered is interpreted by managers and executives, and used to make better decisions for the organization. The BSC system connects the strategic elements like mission, vision, core values, and strategic objectives with the more operational elements such as performance measures, key performance indicators, targets, and actions (projects that help you reach your targets) of the enterprise or organization (Kaplan & Norton, 1992, 1996). The BSC suggests that management views the organization from four perspectives in order to develop objectives, measures (KPIs), targets, and initiatives (actions) relative to each of these points of view:

The performance improvement process is a critical component of the strategic planning process. Call it by any name, the process is very vital, and it has always been practised by many companies worldwide for a long time. This process has been recently dubbed as the balanced scorecard. The balanced scorecard is a system of combining financial and non-financial measures of performance in one single scorecard. It includes performance measures for four perspectives: financial, customer, internal business processes, and learning and growth (innovation). It need not be restricted to four perspectives; more may be added. The social responsibility and environmental concerns are two possible candidates. The balanced scorecard focuses on the link between business processes and decisions and results. It is considered as a device to guide strategy formulation, implementation, and communication. It also helps in tracking the performance and providing quick feedback for control and evaluation. A number of companies in the USA and a few companies in India have implemented the balanced scorecard. The success of the balanced scorecard or a similar device will depend on the clear identification of non-financial and financial variables and their accurate and objective measurement and linking the performance to rewards and penalties. The proponents of the balanced scorecard claim that it aligns with strategy leading to better communication and motivation which causes better performance. This assumption could be the single most important reason for the popularity of the balanced scorecard. However, this may or may not be true in practice. This is an empirical question. There is a need to document the experiences of the balanced scorecard companies and establish the cause-effect relationship. There are several reasons for the use of the balanced scorecard by organizations: The balanced scorecard is a comprehensive tool to understand the target customers, their requirements, and the performance gaps. The balanced scorecard provides logic for focusing on creating intangible and intellectual capital which under the traditional financial performance systems was difficult to do. The balanced scorecard is able to articulate the strategy of growth with business excellence which requires greater focus on non-financial initiatives. The balanced scorecard enables employees to understand strategy and link strategic objectives to their day-to-day operations. The balanced scorecard facilitates performance review and feedback on a continuous basis. The balanced scorecard, we strongly believe, will be useful to an organization when it is a part of the strategic planning process. A successful implementation of the balanced scorecard has the following other prerequisites: Top management commitment and support Determining the critical success factors (CSFs) Translating CSFs into measurable objectives (metrics) Linking performance measures to rewards Installing a simple tracking system Creating and linking the balanced scorecards at all levels of the organization Setting up a sound organizational communication system to harness advantages of the balanced scorecard Linking strategic planning, balanced scorecard, and budgeting process for better allocation of resources.