Balanced Scorecard Framework Research Articles

A MODEL IMPLEMENTATION BALANCED SCORECARD IN THE RETAIL INDUSTRY

The purpose of this research is to identify in the literature the challenges and barriers to implementing the Balanced Scorecard in the retail industry. Previous research has mostly examined its application in the retail industry but did not explain in detail the challenges and obstacles in its application. Therefore, researchers evaluated the Balanced Scorecard framework in the retail industry into a model in the third-generation balanced scorecard framework by Kaplan & McMillan. This research uses systematic literature review to provide the right position in the direction of renewal into consideration regarding the challenges and obstacles companies face in implementing the Balanced Scorecard in the retail industry. This research finds that the retail category industry must be able to foster a culture of innovation and continuous improvement to take full advantage of the benefits of the Balanced Scorecard. This literature study still refers to the use of the classic Balanced Scorecard. It is hoped that future research will use at least the third-generation Balanced Scorecard is expected to use case studies and empirical research for further research and add measurement methods to evaluate the implementation of the balanced scorecard in s the retail industry.Keywords: Balance Scorecard, vision and strategy, retail industry

Exploring the enablers of organizational excellence by human capital-driven innovation ecosystems

PurposeThe purpose of this study is to discuss how organizations can drive organizational performance through human capital (HC) investment through systematic thinking.Design/methodology/approachThis study analyzes three companies from various industries, adopts systems thinking and uses three leading indicators from the balanced scorecard framework to explore the effects of strategic orientations for HC on innovation ecosystems and organizational performance.FindingsIn terms of academic contributions, this study broadly verifies the innovation ecosystem model for organizations and reveals that customer-oriented, internal process-oriented and innovation learning-oriented HC strategies reinforce the pathways in organizational innovation ecosystems, thereby enriching the literature on innovation ecosystems.Practical implicationsIn terms of practical contributions, this study provides a novel HC-based perspective on developmental dynamics and details the relationships among each aspect of the innovation ecosystem and HC strategies.Originality/valueThe proposed architecture and strategic frameworks provide a reference for corporations to implement strategic orientations of HC, drive operations in organizational innovation ecosystems and improve organizational performance.

A Study on Adoption of Knowledge Management Tools and its Impact on Organizational Performance - A Balance Scorecard Approach

Knowledge Management (KM) systems are useful in promoting innovation and providing firms with a competitive advantage by enabling the creation of unique and customized goods that increase revenue. KM is instrumental in achieving organizational goals. Various companies now considering implementing KM software. This paper discusses and compares select companies like Ford, Amazon, World Bank, GE and Pratt and Whitney. The researcher used the Balanced Score Card Framework to compare organizational performance. The research is based on secondary data. It seeks to ascertain the level to which KM tools are being implemented in select organisations. Second, the study aims to study the impact of the degree of application of these technologies on the overall performance of the company in question. It has been identified that the total application of knowledge management technologies in case organizations has helped them achieve organizational success. Even though organizations implemented the internet to a high degree and intranets, decision support systems and e-learning to a reasonable level, some case companies are lagging in the implementation of other tools.

Assessing midwifery services inIran via the balanced scorecard framework.

This study investigates the impact of intra-organizational information, midwife job satisfaction and performance assessment on the quality of midwife services. The questions are empirically tested with survey data obtained from 276 midwives, specialist doctors and nurses, and mothers who recently gave birth in a cross-section of Iranian public healthcare organizations. The results from a structural equation model suggest that an improved performance assessment system leads to higher quality midwife services. In addition, the results indicate that midwife job satisfaction and intra-organizational information increases the quality of midwife services, both directly and indirectly, through the mediating effect of a performance assessment system. Our study contributes to the growing research exploring the interface between accounting and health issues by recognizing the importance of a performance assessment system of midwifery services via the balanced scorecard framework for understanding the quality of midwife services.

Effect of Environmental Analysis on the Performance of Public Universities in Nairobi City County, Kenya

The closing of 11 local campuses of two Kenyan public universities has substantially affected their performance and viability. Even though empirical literature has shown that environmental analysis affects performance in various circumstances, most research contains scope limitations, conceptual gaps, methodological gaps, and contextual gaps. As a result, there is a paucity of empirical evidence regarding the effect of environmental analysis on performance of Kenyan public universities, a research gap that the current study filled. The primary goal of the study was to assess effects of environmental analysis on performance in Kenyan public universities. The study was underpinned on theory of performance and strategic fit theory. The study, which used a descriptive study approach, had the 168 top administration managers of Kenyan public universities in Nairobi City County as its target group from which 119 respondents were obtained the Yamane formula. The study used stratified proportionate sampling to choose participants from each university who were then identified using systematic sampling. The data was gathered from primary sources through a questionnaire, which was pre-tested for validity using content analysis and reliability to yield a Cronbach’ Alpha value of 0.881 to indicate a reliable tool. Descriptive statistics were obtained from quantitative analysis and while inferential analysis was used to generate correlation and regression statistics The study found that at 5% significance level, environmental analysis has a significant and positive effect on performance of public universities in Nairobi City County (p< 0.047; r = 0.185; β = 0.155). The study recommends for public universities in Nairobi City County to ensure that their policies should always enhance their staff to effectively apply the basic environmental analysis tools; Balanced Scorecard framework Strengths, Weaknesses, Opportunities, and Threats Analysis, Political, Economic, Social, Technical, Legal and Environment model in their environmental analyses.

Strategic sustainability in Indian banking industry: a performance analysis

PurposeSustainable strategic management (SSM) is an integrated concept that entails sustainability in the approaches and processes of strategic management. Banking being a rapidly growing industry in service sector, it is reasonably important to study the SSM and its integrated performance. This paper aims to study the sustainable-strategic (SS) factors of Indian banks that affects their endurance and prioritizes the banks based on their sustainable and strategic performance.Design/methodology/approachThis study appertains a sustainable balanced scorecard (SBSC) framework to determine the SS factors and an integrated multicriteria decision making (MCDM) method to weigh the criteria and prioritize the banks' performance.FindingsThe criterion weightage signifies sustainability, followed by financial and internal business perspective to be a crucial dimension for the performance of banks. The banks, State Bank of India, HDFC Bank Ltd and Canara Bank are ranked top-most on the SS performance.Research limitations/implicationsThe insights from the study on SS factors and banks' performance can be further used by policy-makers and researchers to understand the sustainability assessing factors and focus on making policies and further studies to enhance the performance in this regard.Originality/valueBanking is one of the potentially growing industry in service sector. It being a major part of economy's sustainable growth, it is essential to assess the SS factors that enhance their sustainable performance. There is dearth of study in this purview, for developing countries like India. Thus, this study critically analyses the strategic sustainability of Indian banking industry to ascertain the SS factors and prioritize the performance of banks based on criterion weightage and bank's SS operations.

THE BALANCED SCORECARD ASSESSMENT FOR PUBLIC UNIVERSITY MANAGEMENT

The objective of this study is to conduct an analysis of a public university utilising the Balanced Scorecard framework. The purpose of conducting this study is to evaluate the performance of the university using a strategic management framework that incorporates four key perspectives: Financial, Customer (Student), Internal Processes, and Learning and Growth. The methodology utilised include the collection of primary and secondary data from the public university. The study emphasises the significance of proficiently managing resources, achieving a balance between endowment performance and return on investment, and securing the institution's long-term sustainability within the Financial Perspective. The importance of attaining high levels of student satisfaction and retention rates is emphasised in the context of the Customer (Student) Perspective. The Internal Processes Perspective places significant emphasis on the necessity of maintaining a harmonious among several aspects, including curriculum development, faculty productivity, operational efficiency, and quality assurance. The Learning and Growth Perspective highlights the institution's dedication to achieving high academic standards, fostering adaptation, and promoting innovation. The implementation of strategic management practises, such as the balanced scorecard, within public universities has been found to have a positive impact on their overall academic performance and success. KEYWORDS: Public University, Strategic Management, Balanced Scorecard

Performance indicators framework for assessment of national libraries using the analytic hierarchy process

The National Library and Archives of Iran is the most important library in the country, taking on tasks such as providing and protecting the written and unwritten national heritage and organizing the services of other libraries in Iran. An assessment of the National Library and Archives of Iran is critical to understanding how the organization contributes to organizational and strategic goals. This article aims to show the rankings and priorities of performance indicators based on the four perspectives of the balanced scorecard framework (resources, access and infrastructure; use; efficiency; and potentials and development) and with use of the analytic hierarchy process. The perspectives of resources, use, efficiency, and potentials and development were rated. The top performance indicators included: ‘Level of user satisfaction with searching the National Library and Archives of Iran’s website’, ‘Percentage of acquired books in any medium and multimedia resources entered by legal deposit’ and ‘Qualitative evaluation using case studies of use and value of the collection and services’. Pervious literature shows various applications of a joint balanced scorecard and analytic hierarchy process. This study applies this integrated framework throughout an organization in a new service field.

Analyzing the Causal Relationship among Performance Indicators in the Public Sector Balanced Scorecard: Empirical Evidence from the Directorate General of Taxes in Indonesia

This study examines causal relationships in the Public Sector Balanced Scorecard framework, using the Indonesia Directorate General of Taxes as a case study. Traditional financial measurements have been criticized for focusing on past activity, neglecting intangible assets, and lacking effective strategy testing (Kaplan & Norton 1992; Dearden 1987). To overcome these limitations, organizations have adopted strategic measurement tools like the Balanced Scorecard (Kaplan and Norton, 1996a). The Balanced Scorecard aligns an organization's vision, mission, and strategies with objectives and measures across four perspectives: financial, customer, internal process, and learning and growth (Kaplan and Norton 1992; 1996a). The presence of causal relationships across these perspectives, enabling non-financial measures to predict financial outcomes, has been a subject of scholarly debate (Nooreklit 2000,2003; Norreklit and Mitchell 2007). This study aims to contribute to the understanding of causal relationships in the PSBSC by investigating the implementation of the Balanced Scorecard in the DGT and its potential to improve organizational performance. Given Indonesia's fiscal deficit and below-average tax ratio performance, this research provides an alternative policy perspective for enhancing the institutional capacity of the DGT and achieving higher tax revenue and compliance rates. Keywords: Balanced Scorecard, Public Sector, Performance Management, Path Analysis

A Review of Enterprise Architecture for Strategic Performance Management in the Transportation Sector Digital Transformation

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.

Why defuzzification matters: An empirical study of fresh fruit supply chain management

The measurement validity of analytic hierarchy process (AHP) questionnaires used for multi-criteria decision-making (MCDM) and their fuzzification-based extensions have not yet been definitively investigated. In this context, we investigated the effect of a fuzzification procedure on the variable measurement validity and statistical results of an AHP model. Based on market data regarding factors influencing the production and marketing stages of the Taiwanese litchi export chain, we verified whether the estimated variables exhibit unbiased validity after applying a fuzzification procedure using the balanced scorecard framework and MCDM. We also measured the effectiveness of two defuzzification methods—centre of gravity (COG) and extent analysis method (EAM)—and compared their estimation performances. Further, we successfully established fresh fruit supply chain indicators and assigned weights to them corresponding to their importance. The results revealed that global priority values determined using COG were similar to those estimated using the fuzzification-free AHP, which is critical for simple hierarchical structures. The EAM accurately identified the crucial indicators and variables affecting the complex supply system of fresh fruit, highlighting the benefits of fuzzy AHP data application corresponding to extensive hierarchies. The proposed method is expected to aid decision makers in improving the quality of their decision-making by evaluating the effect of data fuzzification with respect to information scale and applying appropriate defuzzification methods to reduce option screening.

Proposing a strategy map based on sustainability balanced scorecard and DEMATEL for manufacturing companies

PurposeThe purpose of this study is to integrate the sustainability balanced scorecard (SBSC) framework with decision-making trial and evaluation laboratory (DEMATEL) for proposing a model and identifying the cause-and-effect relationships between the five perspectives of SBSC and then 23 performance indicators within the SBSC framework in a strategy map.Design/methodology/approachThe DEMATEL approach is used to obtain a matrix including direct and indirect influences between the five perspectives of SBSC and among 23 key performance indicators (KPIs). DEMATEL data are gathered from experts to propose a model and establish reliable relationships between performance metrics. Using DEMATEL and the SBSC framework, a strategy map for the SBSC dimensions and KPIs was built to illustrate strategic cause-and-effect relationships among the various dimensions and performance indicators.FindingsThe outcomes indicated that internal process and financial perspectives play essential outputs. Sustainability is the most critical predictor (causal) in the model, then customer and learning and growth dimensions, indicating that sustainability, learning and growth and customer dimensions all positively affect other dimensions. Additionally, sustainability has bi-directional in its link to the customer and internal processes and bi-directional in its relationship to finance, learning and growth. Numerous additional linkages are observed among the five SBSC perspectives and KPIs.Research limitations/implicationsThe data collected is based on an “average” company in manufacturing sector; thus, companies need to customize this model to ensure that their strategies are clearly translated into KPIs.Practical implicationsThe findings gave valuable information to management about manufacturing companies KPIs. They determined which KPIs are regarded as outcome (effect) variables and which KPIs are considered predictor (casual) variables. Additionally, the findings offer management with SBSC perspectives that should be traded as outcomes and those that should be traded as predictors. Additionally, the findings highlighted the critical KPIs and explained their interrelationships. This enables managers to focus on the significant financial besides non-financial indicators and comprehend the logical connection among them.Social implicationsThe results qualify executives and management to analyze and recognize a strategy map by understanding each objective's impacts, including direct and indirect, on all others. The typical analysis comprises determining the strategic objectives that are “cause” and the objectives considered as “effect”. As this study extends the BSC framework to have sustainability perspectives, the results of DEMATEL provide administrators with exceptional information to blend the conventional BSC perspectives with sustainability as added perspective.Originality/valueThe current study proposed an illustration model for strategy map development and also provide an interrelationship among SBSC perspectives.

Supply Chain Management Maturity and Business Performance: The Balanced Scorecard Perspective

This paper analyzes the connection between supply chain management maturity (SCMM) and business performance in light of the balanced scorecard (BSC) framework. The goal is to explore the relationship between SCMM and business performance from the financial and customer, innovation and learning, and internal processes perspectives. Industry characteristics (technological dynamism and the level of state support) are examined to determine their moderating effects. The survey was carried out on a sample of organizations from Bosnia and Herzegovina to test if the BSC approach can be a relevant framework for assessing the effects of SCMM on performance, and whether, as in many countries’ political legacies, the role of the government is significant in this relation. PLS-SEM was used to test the proposed hypotheses. The obtained research results confirm a positive relationship between SCMM and business performance from the BSC perspective. This relation is strengthened when an organization operates in an industry with higher technological dynamism. Interestingly, the results confirm that the level of state support does not influence the contribution of SCMM to business performance. This paper provides a more comprehensive view of the role of SCMM and an additional understanding of its contribution to multiple perspectives of business performance. Furthermore, the relevance of industry characteristics for SCMM and business performance has been illustrated by testing the moderation effect of technological dynamism and the level of state support.

Ranking the performance of public sector banks using fuzzy AHP and fuzzy TOPSIS in balanced scorecard framework: an evidence from India

Ranking the performance of public sector banks using fuzzy AHP and fuzzy TOPSIS in balanced scorecard framework: an evidence from India

Identification of Key Components in Health System Using System Thinking Approach: A Scoping Review.

The dynamic and systemic planning and targeting in the health system require attention to all the system's components and investigation of their causal relationship in order to form a clear view and image of it. Therefore, the present study was designed with the aim of identifying the comprehensive dimensions of the system within a specific framework. Key components in the health system were identified through the scoping review method. For this purpose, 61 studies with selected keywords were extracted from international databases, including Scopus, Web of Science, PubMed and Embase, and Persian language databases including Magiran and SID. Inclusion and exclusion criteria in this study were languages, time range, repeated studies, studies related to the health system, appropriateness of studies with the subject and purpose of the present study and the method used. The content of the selected studies and extracted themes were analyzed and categorized in the Balanced Scorecard (BSC) framework. In health system analysis, key components were divided into 18 main categories and 45 categories. Also, they were categorized according to the BSC framework into five dimensions of population health, service delivery, growth and development, financing, and governance & leadership. For health system improvement, policymakers and planners should consider these factors in a dynamic system and a causal network.

Measuring and Evaluating Organizational Innovation Capacity and Performance from Systemic and Sustainability-Oriented Perspective

In the last decades, several multidimensional models for measuring and evaluating the innovation capacity and performance of organisations have been designed by researchers and consulting firms and adopted by established innovative organisations worldwide. However, the topic of measurement and evaluation models that are designed for sustainability-oriented innovation management has remained underexplored by researchers and practitioners. From this perspective, this work proposes a conceptual model for measuring and evaluating the sustainability-oriented innovation capacity (SOIC) and performance (SOIP) of established organisations, guided by the following principles: a multidimensional structure, stakeholder goal orientation, interdependence and feedback loop analyses, innovation process orientation and ease of implementation and use. In line with these principles, the proposed model combines the balanced scorecard (BSC) framework with a hybrid multicriteria methodological approach. Furthermore, it considers the interdependencies between the key innovation indicators (KIIs), which are classified according to four perspectives of an adapted BSC framework. The proposed conceptual model, and the empirical results that demonstrate its applicability in an organisational context, may contribute to improving the current practices for measuring and evaluating the SOIC and SOIP, which could help organisations to adjust their strategies to create sustainable value for the new era of business.

The use of the Balanced Scorecard as a strategic management tool to mitigate cyberfraud in the South African banking industry

The main objective of this study is to employ the four perspectives of the Balanced Scorecard (BSC) for the analysis of cyberfraud in the South African Banking industry. In addition, this study develops a BSC strategic management control framework for mitigating the effect of cyberfraud in the South African Banking industry. To achieve these objectives, a qualitative approach involving the use of a structured questionnaire for data collection was used. The structured questionnaire made available to the staff of 17 licensed banks in South Africa in charge of management, administration and operations sections. Then the four perspectives of BSC i.e., the financial, internal business processes, customer as well as learning and growth perspectives were captured. The analysis of the responses obtained from primary data was carried out using a bar chart, and this led to the development of a BSC strategic management control framework for mitigating the effects of cyberfraud. The findings from this study show that the customer perspective, has 90.47% percent response from the indicators followed by learning and growth which relates to the employees (85.71%). The internal business processes are ranked in the third position with 57.26% while the financial perspective has the least with a percent response of 39.97%. This implies that the South African banking sector pays more attention to the non-financial than the financial measures. The implementation of the proposed BSC framework may help to promote cyberfraud reduction, improve management control systems, performance measurements, as well as customers' and shareholders’ satisfaction.

A Conceptual Framework of Sustainability Balanced Scorecard to Enhance the Performance of Shared Service Centre

Research aim: The paper aims to propose a conceptual framework of a sustainability balanced scorecard that communicates the requisite of SSCs along with aggregation of the three dimensions of Triple Bottom Line (People, Planet, and Prosperity) and four perspectives of the Balanced Scorecard (Financial, Customer, Internal Business, and Innovation and Learning) to the assess appropriate performance indicators and sustainability approach on the management dashboard at SSC. Design/ Methodology/ Approach: This conceptual study is based on a review of prior literature on sustainable performance management in SSCs and in-depth interviews with SSC executives to assess the performance indicators for enhancing corporate sustainability. Research finding: The proposed research framework is a combination of several perspectives of BSC and facets of TBL such as customer, internal business innovation and learning, economy, environment, and social. Theoretical contribution/ Originality: The paper proposed a conceptual framework of sustainable performance management at the organisational level, especially in the shared service industry that can also be applied for future academic research. Practitioner/ Policy implication: The proposed framework may generate new insights for the policymakers and practitioners to guide the practices to strategically refine for effective management dashboards in the shared service industry.

Exploring corporate reputation variables to measure personal reputations

This explorative article qualitatively describes reputation variables that are applicable to bothcorporate and personal reputations: identity, image, branding, personality, behaviour, culture,ethics and storytelling. The research problem is concerned with the fact that personal reputationsare not studied with the same intensity as corporate reputations are. In the context of corporatecommunication, the question arises as to whether variables that measure corporate reputationcan be applied to the assessment of personal reputations. The article aims firstly to describe the concepts which define reputations, both corporate and personal, from a corporate communication perspective, and secondly to describe ways ofassessing corporate reputation, in order to suggest their application to personal reputation. Indoing so, the article attempts to ground corporate reputation within the meta-theoretical contextof corporate communication, according to the traditions of Van Riel (1995) and Van Riel andFombrun (2007). The article concludes that the Reputation Quotient (RQ) can be applied to measure personalreputations. This measurement instrument includes all the assessment criteria of the ReputationInstitute’s (2017) the RepTrak®, as well as the criteria of the Authentic Personal GovernanceModel, and the Personal Balanced Scorecard Framework proposed by Rampersad and Hussain(2014). The article does not attempt to elaborate upon a personality analysis of individuals, but isconcerned with the possible application of corporate reputation measurement variables tomeasure the reputation of individuals.

OYO: Growth, Descend, Resilience, Resurgence

The year 2021 had drawn to a close. OYO, the India-based hotel start-up that had witnessed a pandemic-induced descent in business, appeared to have ticked the right boxes and was on a resurgence path. Founded in 2013, OYO grew rapidly in its initial years and had operations in 800 cities in 80 countries in 2019, just prior to the onset of COVID-19. It was the ‘fastest growing’ hotel chain in the world. Burgeoning losses at the time compelled OYO to make a strategic shift from aggressive growth to an accretive growth strategy. In the mid of its course correction endeavour, OYO’s business plunged in wake of COVID-19. OYO exhibited resilience and strived for resurgence even though it remained in the red. What were the resource-based and position-based sources of competitive advantage that propelled OYO’s meteoric rise initially and enabled it to remain resolute in the COVID-19 crisis? Can OYO be termed as successful in light of the Balanced Scorecard framework? What strategic options are available to OYO to maintain its growth trajectory in the post-pandemic phase?