Implementation Of Balanced Scorecard Research Articles

Impact of Balanced Scorecard implementation on company performance of PRC listed companies in the healthcare industry

The Balanced Scorecard (BSC) is a performance measurement management control tool model that can play a critical role in driving companies to achieve sustainable performance in the healthcare industry. In the previous studies, BSC advocates that the sustainable growth of business relies on a management balance focused on financial and non-financial aspects. This study uses the BSC model to examine the core business strategies, namely the duration of CEO tenure, the spending patterns between marketing and Research & Development (R&D) and human resources capability expressed in employee size in the healthcare industry in China. The research used a sample of 305 public-listed healthcare companies in PRC China with data collected for 2016–2019 from the China Stock Market & Accounting Research Database (CSMARD). The data was analyzed by SmartPLS version 3.3.6. This study has three essential findings. First, R&D investment has a negative quadratic impact on marketing expenses. Second, marketing expenses are a mediator between R&D investment and company performance. The last finding is that CEO tenure has a moderating effect on employee size in the company. These findings add to the literature on mediation studies in leadership and management. This study provides insights into mapping BSC as an international management assessment tool, indicating potential research opportunities and highlighting managerial implications.

An Investigation On The Supporting And Inhibiting Factors In The Implementation Of Balanced Scorecard As A Performance Measuring Tool At The SSB Primary Taxes Office

Although the balanced scorecard has existed in Indonesia for more than a decade, there exists still relative limited research on how the process, challenges, or results of implementing the balanced scorecard in the public sector, especially at the operational level. This study aims to understand the factors supporting and inhibiting the implementation of the balanced scorecard in the SSB Primary Tax Office (KPP SSB). This study uses a qualitative method with a case study approach. Sources of data come from interviews and the results of literature studies on related documents and regulations. This study found 4 (four) factors supporting success namely officers/employees’ participation, the roles of the superior, communication/cooperation, and facilities and infrastructure. It is also found 5 (five) inhibiting factors for implementing the balanced scorecard namely constraints around the key performance indicator (KPI), not-supportive-yet computer systems/applications, non-KPI assignments, difficulties in finding the replacement of employees, and the existence of joint/shared KPI.

Implementation of Balanced Scorecard in Corporate Strategic Management

This study looks into how the Balanced Scorecard (BSC) was implemented in a West Javan manufacturing company and how it affected strategic management and organizational performance. A mixed-methods approach was used, integrating quantitative data obtained from surveys and performance measures with qualitative data from in-depth interviews and document analysis. The qualitative results draw attention to the intricate implementation process, which includes communication tactics, strategic goal-setting, and ongoing modification. Difficulties were noted, including resistance to change and worries about an increase in workload. Positive employee attitudes, greater alignment with company goals, and advancements in financial and operational measures are all indicated by the quantitative outcomes. The study offers insightful information to companies thinking about implementing BSC, highlighting the significance of open communication, staff involvement, and ongoing adaption for success.

HSD31 Analysis of the Balanced Scorecard's Managerial Subdimensions in Health Care Organizations During the COVID-19 Pandemic

We intended to review all the managerial subdimensions used in balanced scorecard (BSC) implementations and then to assess the impact of the pandemic on the managerial subdimensions of health care organizations (HCOs). We performed a systematic review in accordance with PRISMA guidelines to find all internal key performance indicators (KPIs) used in BSC implementations from the time of inception until October 2020 in PubMed, Embase, Cochrane, Google Scholar databases, and Google's search engine. Second, we searched for independent studies using the resulting managerial subdimensions with the COVID-19 keyword in Google engine and Google Scholar until June 2021. Out of 4031 studies, 36 implementations remained. From these, 72 managerial KPIs were extracted. Categorizing KPIs resulted in 4 subdimensions: planning and targets, standards and regulations, internal assessment, and external assessment. Hospitals utilized some of these subdimensions’ KPIs to perform planning and internal assessment of their performance. The CDC developed a checklist to help hospitals assess and improve their preparedness for responding to COVID-19. However, insufficient standardization of quality measurement approaches in the COVID-19 era was perceived, which disrupted the comparison and understanding of health systems’ optimal performance. The lack of standardization and conflicting or irrational managerial decisions were deemed dissatisfactory factors for health care workers in the pandemic. Moreover, few studies have examined centralized governance's impact on HCOs during the pandemic, which positively affected reactive strategies. Learning from past pandemics was suggested to may positively influences proactive and reactive strategies. However, the role of internal assessment, such as BSC and total quality management tools, or external assessments, such as Joint Commission International accreditations, certification, auditing, or peer review on HCOs during the pandemic, still requires more investigation. Future research to improve the performance of the managerial subdimensions during the pandemic, as well as a comprehensive assessment for HCOs is still needed.

Engaging patients in balanced scorecard evaluation - An implication at Palestinian hospitals and recommendations for policy makers.

A balanced scorecard (BSC) is a comprehensive performance evaluation (PE) tool. A recent review summarized that a balanced consideration of PE from six perspectives in hospitals must be considered: financial, customer, internal, external, knowledge and growth, and managerial. However, patients were rarely engaged in BSC implementations. This research aims to engage Palestinian patients in BSC implementation to develop recommendations for policy makers. In this cross-sectional study, the BSC-PATIENT survey was distributed between January and October 2021. We evaluated patients' experiences and their attitudes toward BSC dimensions (BSCP ATT). The differences in evaluations based on admission status were analyzed using the Mann-Whitney U test. Causal relationships between patients' experiences and attitudes were analyzed using multiple linear regression. We tested the multicollinearity of the model. Path analysis was performed to understand the BSC strategic maps based on the Palestinian patients' evaluations. Out of 1,000 surveys, 740 were retrieved. The mean scores for Palestinian patient experiences evaluation showed that the services experience factor had the highest score (87.7 ± 17.7), and the patient care experience factor had the lowest score (57 ± 34.5). Patient experiences collectively predicted 56.4% of the variance in the BSCP ATT. The experience factors of information (β = 0.400, t = 13.543, P < 0.001), patient care (β = 0.241, t = 8.061, P < 0.001), services (β = 0.176, t = 6.497, P < 0.001), and building (β = 0.177, t = 6.308, P < 0.001) had the highest impact on BSCP ATT. The price had only a weak negative influence (β = -0.051, t = -2.040, P = 0.042). Accessibility to hospitals did not have any impact on BSCP ATT. Significant differences between inpatient and outpatients' evaluations in regard to experiences related to patient care (P = 0.042), services (P < 0.001), accessibility (P < 0.001), and BSCP ATT (P = 0.003) were found. BSC-PATIENT successfully engaged patients in BSC PE at Palestinian hospitals. This research provides strong evidence for the impact of patients' information experience on their attitudes. Palestinian health policy makers must prioritize the design and delivery of patient education programs into their action plans and encourage a two-way information communication with patients. Strong evidence for patient care, services, and building experiences role in improving patients' attitudes was found. Managers should enhance patients' feedback and engagement culture in Palestinian hospitals.

Design and Implementation of Balanced Scorecard for Maintenance Department at Hajj Terminal, King Abdulaziz Airport

This report is about the design and implementation of a PAX system, PAX system is a Balance Scorecard (BSC) for maintenance department of PPMDC (Port Projects Management &amp; Development Company) at Hajj Terminals, King Abdulaziz Airport. It monitors customer satisfaction, optimum service availability, the compliance of maintenance practice to GACA quality standards, maintenance department expense, spare part management, and enhancement of employees’ skills, experience, and knowledge. The research uses a descriptive design surveys and formulas to assess scores, future target and suggests crucial initiatives to attain desired goals. Applying BSC, passenger journey satisfaction score indicator is 94.4% and a two-year projection of 96% and 98%. It achieved total quality standards compliance with General Authority of Civil Aviation Service quality standards (GACA) the indicator for current estimate of 4.55/5 Civil and for two successive years are estimated to be 4.60/5 and 4.65/5. The PAX systems availability indicator is 98.8% and projected 99% (for the second year). While internal process indicator was estimated at 94% and projected at 96 % in the sconed year. Department expenses indicator was 97 % for this year, while expected to be reduced at 95 % in the second year. Spare part inventory management measured at 88.3% and projected 90% for the second year. Lastly, for learning and growth indicator, the team’ skills and experience is estimate at 95% and anticipated to grow to 96% in the short term.

The Roles of Balanced Scorecard in Improving Performance Accountability System in Indonesian Government Organizations

Based on the evaluation report from the Ministry of Administrative and Bureaucratic Reform, the quality of the Indonesian government organisation’s performance accountability is still deficient. Therefore, several Indonesian government institutions have practised the Balanced Scorecard (BSC), a perspective-based performance management tool, to improve their performance accountability. This paper analyses how the Indonesian central government employs BSC and strategy maps to improve its performance accountability systems. A descriptive qualitative study concluded that Indonesian government agencies use different approaches to implement perspectives in the BSC, which they think are best suited to the characteristics of each government organisation. Indonesian government institutions generally implement BSC as a strategy execution tool, a measurement tool, and a performance accountability report. Therefore, these roles of BSC lead to an improved performance accountability system. The essential factors in developing BSC implementation are explained as well. However, this paper only primarily uses data from the Ministry of Finance and focuses only on the central government due to data limitations and time constraints. Therefore, future research is suggested.

The Evolution of Balanced Scorecard in Healthcare: A Systematic Review of Its Design, Implementation, Use, and Review.

During the last few years, the interest in performance measurement increased within the healthcare sector. Due to the COVID-19 pandemic, healthcare systems needed to boost performance measurement systems to become more resilient and improve their capability in monitoring key performance indicators. Since the 1990s, the Balanced Scorecard (BSC) model has been widely used among private and public organizations as it is the most adopted model to measure performance. The current paper aims at understanding the evolution of BSC in healthcare. The systematic literature review has been carried out by searching keywords according to PRISMA guidelines. By analyzing papers through one classification of BSC adoption phases, the results reveal that studies focused mainly on the BSC design process, rather than BSC implementation, use, or review. However, there is no agreement about the perspectives to be adopted in healthcare. Concerning BSC implementation and use, on one side especially leadership, culture and communication enable the BSC implementation. On the other side, monitoring and strategic decision-making are the most widespread objectives for using BSC. Concerning BSC review, however, the paper highlights a need for additional research. Finally, the paper provides further research opportunities concerning the phases suitable for implementing a BSC in healthcare.

IMPLEMENTATION OF THE BALANCED SCORECARD MODEL IN LOCAL SELF-GOVERNMENT AUTHORITIES

Relevance of the study is due to the need to implement tools of strategic municipal management in local self-government authorities in order to successfully complete the reform of decentralization. Foreign experience testifies that one such tool is the Balanced Scorecard (BSC) of Kaplan and Norton, which was evolved from a performance management tool for business to a dominant system of strategic management in the public setor. This tool allows use of non-financial indicators, take into account social aspects and environment as well as manage risks under uncertainty. The article argues that the BSC implementation in local self-government authorities will ensure the solution of the following tasks: 1) aligning the strategic and tactical goals with measures for their implementation; 2) increasing the institutional capacity of authorities (through development and motivation of personnel, formation of innovative organizational culture, introduction of performance management system, improvement of internal processes, development of information systems); 3) increasing the transparency and stakeholders confidence, in particular foreign investors, to attract financing in the post-war period. It was found that the structure of the BSC model and the algorithm of its implementation depend on the field of activity, size, tasks and features of the organization. An algorithm for developing the BSC model of the city council executive committee (its structural unit for the pilot project implementation) is proposed and the main strategies for the four components of this model (stakeholders, finance, internal processes, training and development) are identified. Based on the experience of Canada, Denmark, the Czech Republic and other countries, the main advantages, conditions of success and challenges of implementing the BSC concept in local self-government authorities are identified, taking into account political, organizational, financial and other aspects. It is proposed to define the ways to solve considered challenges using the design thinking methodology.

How to Engage Health Care Workers in the Evaluation of Hospitals: Development and Validation of BSC-HCW1-A Cross-Sectional Study.

Organizations worldwide utilize the balanced scorecard (BSC) for their performance evaluation (PE). This research aims to provide a tool that engages health care workers (HCWs) in BSC implementation (BSC-HCW1). Additionally, it seeks to translate and validate it at Palestinian hospitals. In a cross-sectional study, 454 questionnaires were retrieved from 14 hospitals. The composite reliability (CR), interitem correlation (IIC), and corrected item total correlation (CITC) were evaluated. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used. In both EFA and CFA, the scale demonstrated a good level of model fit. All the items had loadings greater than 0.50. All factors passed the discriminant validity. Although certain factors’ convergent validity was less than 0.50, their CR, IIC, and CITC were adequate. The final best fit model had nine factors and 28 items in CFA. The BSC-HCW1 is the first self-administered questionnaire to engage HCWs in assessing the BSC dimensions following all applicable rules and regulations. The findings revealed that this instrument’s psychometric characteristics were adequate. Therefore, the BSC-HCW1 can be utilized to evaluate BSC perspectives and dimensions. It will help managers highlight which BSC dimension predicts HCW satisfaction and loyalty and examine differences depending on HCWs’ and hospital characteristics.

HSD9 The Deployment of Balanced Scorecard in Health Care Organizations: Is It Beneficial? A Systematic Review

Balanced Scorecard (BSC) has been implemented to improve the performance of organizations since 1992. To the best of the researchers' knowledge, no previous systematic review has performed a rigorous methodological approach to figure out the impact of BSC implementation in Health Care Organizations (HCO). This research intended to assess the impact of implementing the BSC on Health Care Workers' (HCW) satisfaction, patient satisfaction, and financial performance.

Assessing Patient Experience and Attitude: BSC-PATIENT Development, Translation, and Psychometric Evaluation-A Cross-Sectional Study.

Health care organizations (HCO) did not consider engaging patients in balanced scorecard (BSC) implementations to evaluate their performance. This paper aims to develop an instrument to engage patients in assessing BSC perspectives (BSC-PATIENT) and customize it for Palestinian hospitals. Two panels of experts participated in the item generation of BSC-PATIENT. Translation was performed based on guidelines. Pretesting was performed for 30 patients at one hospital. Then, 1000 patients were recruited at 14 hospitals between January and October 2021. Construct validity was tested through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Additionally, the composite reliability (CR), interitem correlation (IIC), and corrected item total correlation (CITC) were assessed to find redundant and low correlated items. As a result, the scales had a highly adequate model fit in the EFA and CFA. The final best fit model in CFA comprised ten constructs with 34 items. In conclusion, BSC-PATIENT is the first self-administered questionnaire specifically developed to engage patients in BSC and will allow future researchers to evaluate the impact of patient experience on attitudes toward BSC perspectives, as well as to compare the differences based on patient and hospital characteristics.

Implementation of Balanced Scorecard in Improving Private Universities’ Performance

The role of private universities in improving quality must accommodate all aspects of the performance of the tri dharma of higher education. The rapid development of higher education institutions must be ready to change. Changes in the global business environment also trigger the increasing intensity of competition between higher education service providers so that each higher education service provider will try to offer high-performance higher education services. This research aims to see how far the implementation of BSC is in improving the performance of private universities. Specifically, this study describes four perspectives, including (1) financial perspective, (2) customer perspective, (3) internal business process perspective (4) learning and growth perspective. They were using the theory of Robert Kaplan and David Norton. This study uses a descriptive method with a qualitative approach and data collection by conducting observations, interviews, and documentation studies. The research results indicate that the BSC implementation has been applied in a systematic, measurable, and planned manner so that the Vision, Mission, and objectives are achieved. In an implementation, there is a balance between financial and non-financial.

Implementation of Balanced Scorecard in Improving Private Universities’ Performance

The role of private universities in improving quality must accommodate all aspects of the performance of the tri dharma of higher education. The rapid development of higher education institutions must be ready to change. Changes in the global business environment also trigger the increasing intensity of competition between higher education service providers so that each higher education service provider will try to offer high-performance higher education services. This research aims to see how far the implementation of BSC is in improving the performance of private universities. Specifically, this study describes four perspectives, including (1) financial perspective, (2) customer perspective, (3) internal business process perspective (4) learning and growth perspective. They were using the theory of Robert Kaplan and David Norton. This study uses a descriptive method with a qualitative approach and data collection by conducting observations, interviews, and documentation studies. The research results indicate that the BSC implementation has been applied in a systematic, measurable, and planned manner so that the Vision, Mission, and objectives are achieved. In an implementation, there is a balance between financial and non-financial.

Kesiapan Perusahaan dalam Penerapan Balance Scorecard: Studi Kasus Pada PT A

The purpose of this article is to study the company readiness of implementing the balanced scorecard (BSC) concept through a case study PT A. This research was designed as qualitative research using PT A as the case study to provide necessary empirical evidence. The collected data was analysed based upon the interpretive approach. This research shows that it is necessary to evaluate the adjustment between the characteristics of PT A and the characteristics of BSC to understand the readiness for BSC implementation. The result of this research is that the unmatched characteristics of PT A and BSC required further adjustments to prepare the company in implementing the BSC concept. As qualitative research, the results provide specific insights that cannot be. Furthermore, the pandemic situation has limited access for both the field observations and interview process. This research provides literature contribution in the context of the BSC implementation research through giving necessary insights in evaluating the company’s readiness.

The implementation, impact, and challenges of balanced scorecard in Ethiopian land development and management office

The purpose of this study is to examine BSC implementation, contribution, and challenges encountered in Addis Ababa concerning Kolfe-keranyo Sub City Land Development and Management office. The study adapted a concurrent mixed-method approach, descriptive research design, primary and secondary data source, and probability and non-probability sampling techniques, to achieve the objective of the study. A five-point Likert scale questionnaire and structured interview were used as a data collection tool. The questionnaire was administered to employees and an interview was held with leaders. The findings of the study generally indicate that the contribution of a balanced scorecard in measuring service performance in land management is minimal because performance indicators are poorly designed, standards are unrealistic, which ignores the nature of the service, and performance data is not properly recorded. Finally, the study presented some recommendations, including redesigning the scorecard, setting realistic time standards, allocating adequate resources, strengthening training and awareness programs, and strong leadership support and commitment. Keywords: Balanced Scorecard; land management; performance.

BALANCE SCORECARD : ANALISIS KEPEMIMPINAN, MOTIVASI DAN KEPUASAN KERJA PERAWAT DENGAN KINERJA RUMAH SAKIT

Abstract&#x0D; The spirit of work in employees arised when the love of work is high, and it was formed because of motivation and job satisfaction in the employee, in addition to the existence of a leadership style that’s able to provide comfort to employees in work. The study's goal was to analyze nurses' leadership relationships, motivation and job satisfaction with hospital performance using the balance scorecard approach at Gatoel Mojokerto Hospital. The design of this research is crossectional analytics. These variables are leadership, motivation, and job satisfaction as independent variables and hospital performance as dependent variable. The population of this study are all nurses in Gatoel Hospital Mojokerto City as many as 138 nurses. The sample was taken with a simple random sampling technique as many as 102 respondents. The data was collected with a questionnaire instrument and tested with the rho spearman test. The results showed the p value al of independent variables showed a value = 0.00 so that the value of p value &lt; 0.05 then this shows that there is a relationship between independent variables (leadership, motivation, and job satisfaction of nurses) with variable dependent (performance). To maximize the achievement of the implementation of balanced scorecard as part of the management control system, hospital management should not only take measurements but also look at supporting factors and obstacles in each indicator so that further efforts can be made to the existence of the main performance indicators.&#x0D; &#x0D;

The Implementation of Balanced Scorecard as Performance Measurement: A Case Study of Palm Sugar Business in Indonesia

One of the leading commodities to support national food security is sugar palm. Food security is a significant issue in efforts to fulfill food needs and community welfare. In implementing palm sugar business management, the problem faced is the management that has not been integrated from upstream (supply of raw materials) to downstream (commercialization of products). For this reason, management integration is needed starting from the procurement and availability of palm sap raw materials as the only source of raw materials, processing palm sugar products, distribution to products to consumers. One of the performance measurement methods used is the Balanced Scorecard method”performance measurement using the Balanced Scorecard, which is then integrated with AHP. The results showed that the palm sugar business could be said to be profitable because the profitability value is &gt; 0, and it can be said to be efficient with a performance value of 89.03.

Implementation of the Balanced Scorecard as a Strategy in Improving the Quality of Education

The basic need of someone who is classified as important is education. People can develop his intelligence, self-potential, skills and shape personality with an education. Through education, a person can also obtain information and knowledge to train and develop his character. One of the places where people can get education is school. Schools as educational institutions have the duty and responsibility to produce students with character, broad insight, acceptable to society, especially consumers or users and able to compete at a global level. To form quality students, of course, the educational institution itself must have qualified and qualified quality. To determine the performance of educational institutions, a measuring instrument is needed that can assess each process of the running of educational institutions. The Balanced Scorecard (BSC) is a measuring tool which is also one of the management systems used to measure the efficiency of the performance of the institution. In the application or implementation of BSC into educational institutions, it is necessary to pay attention to the elements and factors that are important so that the implementation is successful and able to improve the quality of educational institutions.

Barriers of implementing the balanced scorecard: Evidence from the banking sector in the developing market

The purpose of this study is to identify and understand the barriers to the balanced scorecard (BSC) implementation in the Sudanese banking sector. To achieve the research objective a qualitative approach is used. The research data were gathered by conducting 12 semi-structured interviews with the managers and senior staff of 10 banks working in Sudan. The findings of this research demonstrated that the major barriers of the BSC implementation in the Sudanese banking sector are as follows: absence of top management motivation and commitment, lack of awareness, lack of training, the high cost of the BSC implementation, the claim of current system sufficiency, difficulties in measuring BSC perspectives, and insufficient IT support. The findings suggest that the top management of the banking sector should be encouraged by the Central Bank of Sudan to consider using the BSC as a priority and include it within their strategic plans, initiate budgets and other resources for better BSC implementation (Gowindasamy &amp; Jantan, 2018). This study contributes to the literature and practice in the field of management accounting by outlining the barriers to implementing the BSC in the banking sector located in a developing African country. The information obtained can enhance our understanding of BSC implantation in emerging economies.