Balanced Scorecard Research Articles

Digital Capabilities and Business Performance: A Systematic Literature Review

The purpose of this paper is to enhance understanding of digital capabilities (DC) by examining various attributes and integrating findings from previous studies on the impact of DC on business performance (BP) using the balanced scorecard approach. This study employs qualitative methodologies to systematically review the literature, focusing on 131 studies from the Scopus database, categorizing research gaps, DC attributes, and the influence of DC on BP, and presenting these findings as a consolidated categorization alongside a future direction framework. The findings indicate that DC significantly impacts internal processes (BP2), enhancing firms’ ability to integrate value chains, improve efficiency, and add cost competitiveness to innovation. This influence on BP2 also interrelates with financial performance (BP1), where internal efficiency benefits economic outcomes. However, gaps exist in understanding DC’s effect on customer-related aspects, and findings vary across firm types, industries, and countries. The study identifies three key DC attributes: digital technology, digital agility, and digital marketing capabilities. To the author’s knowledge, this study is the first comprehensive evaluation of DC attributes relevant at the business level, providing a criterion-based view of DC’s impact on BP and contributing to broader research on business strategies.

Analisis Penerapan Balance Scorecard (BSC) untuk Meningkatkan Kinerja UMKM

Micro, Small and Medium Enterprises or often abbreviated as MSMEs require effective management tools to achieve optimal and sustainable performance. Balance Scorecard is a strategic management system that aims to describe the organization's strategic mission into operational goals and performance benchmarks with various perspectives. This research was conducted on one of the chicken noodle and meatball businesses, namely Cak No's, to analyze the application of the Balance Scorecard for the business he runs. The method used is a mix of methods with data obtained from interviews, observations, and simple business documents The results of the study show that 3 perspectives of the balance scorecard are declared to be achieved. In other words, the Cak No chicken noodle business has a good performance in terms of finances, customers, and internal business processes.

Analisis Kinerja Sistem Presensi Elektronik Dalam Pelaksanaan Kebijakan TPP Dengan Metode IT Balanced Scorecard

The Additional Employee Income (TPP) initiative within the Wakatobi Government has been active since 2020, following the enactment of Wakatobi Regent Regulation Number 5 of 2022. Nonetheless, challenges confront the Electronic Presence System in Wakatobi. Issues encompass delays and inaccuracies in attendance data, system constraints in addressing additional factors impacting employee productivity, and concerns regarding potential manipulation or improprieties. Various studies delve into these matters. Nia Afdila et al.'s work explores the impact of e-attendance and supplementary employee earnings on performance at the North Sumatra Province TPH Service. Alfrian Carmen et al. conduct an IT Balanced Scorecard analysis to gauge IT performance at the Ambon City Dukcapil Service, while Cristian SM investigates electronic attendance's role in establishing single salaries for ASN at the Public Relations, Protocol, and Cooperation Bureau of the Riau Province Regional Secretariat. Assessing the Electronic Presence System's performance in TPP policy implementation through the IT Balanced Scorecard method is crucial for comprehending potential and constraints within the TPP framework. This qualitative research adopts the IT Balanced Scorecard Method, focusing on four primary perspectives: Corporate Contribution, Customer Orientation, Operational Excellence, and Future Orientation. Data acquisition involves interviews, observations, and documentation of relevant personnel. Performance assessments reveal one adequate perspective, two insufficient perspectives, and one deficient perspective, underscoring insufficient attention to Electronic Attendance System performance indicators by BKPSDM Wakatobi.

Strategic planning and emotions: the relevance of an emotional dimension for the balanced scorecard

Emotional aspect is a challenge in achieving goals and performing strategic planning within the organizations. Such elements are not always taken into consideration in businesses as they interfere with a positive organizational climate. This is a crucial fact since it promotes employees’ joy. In this paper we suggest a fifth dimension in the Balanced Scorecard (BSC) considering employees’ emotions alongside the the four Kaplan and Norton's strategic aspects. To this, we conducted semi-structured interviews with eight employees of the IT at two higher education institutions in Brazil. We collected data through the registration, analysis, and coding, which mapped the primary emotions described by the employees facing the challenges to implement the strategic planning and seek the results sought by the company organization. The bibliographic research was conducted upon scientific digital databases. From this research, we found emotions such as joy, happiness, motivation, contentment, love, pride, satisfaction, sadness, frustration, and anxiety inside the people involved in strategic activities. We suggest a BSC dimension, i.e., 'Emotions', to consider employee well-being, valuing the organization's more structured planning addressed to maintenance the positive climate, improved performance, and employee engagement to deliver the desired results.

Public Sector Accounting: A Key to Achieving the Sustainable Development Goals (SDGs)

This study aims to explore the role of public sector accounting in supporting the achievement of the Sustainable Development Goals (SDGs) in Indonesia. Public sector accounting plays a key role in ensuring transparency, accountability, and efficiency in the sustainable management of government finances. This study employs a qualitative method with a literature review approach, examining various research and reports related to the implementation of accrual-based accounting, the Balanced Scorecard (BSC), and sustainable finance. The findings indicate that the implementation of accrual-based Government Accounting Standards (SAP) has improved the quality of local government financial reports, positively impacting public financial governance. Additionally, the use of BSC in performance-based budgeting is deemed capable of supporting the achievement of the SDGs pillars, particularly in the education, health, and economic sectors.

A Proposed Corporate Performance Management System Using the Balanced Scorecard for PT PJM

A Proposed Corporate Performance Management System Using the Balanced Scorecard for PT PJM

Corporate Wellness and Balanced Scorecard: the Case of a Slovenian Company

The goals of the research are to investigate the benefits of corporate wellness (CW) for an organization as well as to investigate the implementation of CW in a chosen Slovenian organizationn. We first introduce the comprehensive concept of the balanced scorecard (BSC) and provide some literature review on the CW benefits. Next, based on the literature analysis as well as on the results of semi-structured interviews in a chosen organization, we answer research questions regarding the benefits of CW integration into BSC and use of the CW programs in a Slovenian company. One of the results is also an updated theoretical concept called corporate wellness-balanced scorecard (CW-BSC). The theoretical understanding of the BSC in relation to health and well-being has thus taken a step forward. Our research reveals that CW in a selected Slovenian company is not implemented at a strategic level. The research sets the base for a more comprehensive measurement in the organization, a more effective approach to strategic management and the development of human capital management, which in turn contribute to better business performance.

Identifying Major Factors for Success and Failure of Conservation Programs in Europe.

In Europe, various conservation programs adopted to maintain or restore biodiversity have experienced differing levels of success. However, a synthesis about major factors for success of biodiversity-related conservation programs across ecosystems and national boundaries, such as incentives, subsidies, enforcement, participation, or spatial context, is missing. Using a balanced scorecard survey among experts, we analyzed and compared factors contributing to success or failure of three different conservation programs: two government programs (Natura 2000 and the ecological measures of the Water Framework Directive) and one conservation program of a non-governmental organization (NGO; Rewilding Europe), all focusing on habitat and species conservation. The experts perceived the NGO program as more successful in achieving biodiversity-related aims than governmental conservation legislation. Among the factors perceived to influence the success of biodiversity conservation, several stood out: Biodiversity-damaging subsidies, external economic interests competing with conservation goals or policies conflicting with biodiversity conservation were recognized as major factors for the lack of conservation success. Outreach to raise societal interest and awareness as well as stakeholder involvement were perceived as closely related to the success of programs. Our expert survey demonstrated that external factors from economy and policy often hinder success of conservation programs, while societal and environmental factors rather contribute to it. This study implies that conservation programs should be designed to be as inclusive as possible and provides a basis for developing a standardized methodology that explicitly considers indirect drivers from areas such as economy, policy and society.

Enhancing Organizational Performance Through Integrated ERP-Based Balanced Scorecard Systems: A Case Study

Organizations must continuously thrive to remain successful in the highly competitive business landscape. An integral aspect of achieving this success is implementing an efficient performance management system (PMS) that regularly monitors organizational performance. Large companies often employ Enterprise Resource Planning (ERP) systems to integrate data and information across various departments and business units within the company group, providing easy, comprehensive, and structured data collection. However, despite the advantages of ERP systems, a considerable amount of valuable data goes to waste as it is not integrated with the company’s PMS. This study aims to develop a balanced scorecard-based performance management system that utilizes the existing ERP system in a furniture company. In-depth interviews with the board of directors and general managers were conducted to assess the need for the PMS, formulate a strategic map and scorecard, determine scorecard weights, and establish targets for each category. During the implementation phase, it was observed that the financial indicators consistently fell below the baseline values, signaling an urgent need for management intervention. However, indicators from three other perspectives demonstrated relatively better performance than those from the financial perspective. This discrepancy emphasized the need to revise the strategic map, as solid performance in the other perspectives should translate into positive financial indicators. The management of the company validated the initial implementation results of the performance management system by noting a concerning decline in the company’s liquidity. This study argues for the importance of integration between the ERP system and the BSC performance management system, where the implementation of the ERP system alone cannot indicate the critical conditions experienced by the company. Keywords: Enterprise Resource Planning (ERP), performance management systems, balanced scorecard, case study

Performance Assessment of Selected Public Sector Banks in India: A Balanced Scorecard Analysis

This study examines the performance of selected Indian public sector banks — State Bank of India (SBI), Bank of Baroda (BOB), Canara Bank, Union Bank of India, and United Commercial Bank (UCO Bank) — using the Balanced Scorecard (BSC) framework. The BSC assesses banks across four perspectives: Financial, Customer, Internal Business Process, and Learning & Growth. Each perspective provides insights into a bank’s strategic strengths and areas for improvement. Results indicate that financial stability is well-maintained, though variations in customer engagement and internal processes suggest opportunities for operational enhancement

Which Strategic Control Suits Wine Family Companies to Improve Control? A Proposal Through the Balanced Scorecard in a Tuscany Wine Company of Michele Satta

ABSTRACTIn the last few years, growth and increased market and organizational complexity, including the effects of the pandemic era, require family firm members to develop managerial strategies to improve their businesses. This study pays attention to the study of strategic performance measurement systems, as important tools that, if well applied, positively influence business management, being directly linked to critical success factors. First, particular attention is on The Tuscany Region, in the area of Bolgheri. Second, to carry out the empirical study of this research, the first implementation of the Balanced Scorecard (BSC) will be realized with the collaboration of one company in the same Region. This article sheds useful insights for practitioners on the effective implementation of accounting and strategic innovations and it encourages wine companies to seriously weigh investing in developing strategic performance management systems.

Analisis Keuangan dan Perencanaan Bisnis: Kasus Bengkel Wahda Pringapus

This article aims to analyze financial performance and develop a strategic business plan for Bengkel Wahda Pringapus, a small and medium-sized enterprise (SME) in the automotive repair sector. The primary issues are the lack of structured financial planning and optimal business strategy, which limits growth potential amidst competition with modern repair shops that utilize the latest technology. The study draws on financial analysis and business planning theories to address these challenges, including the Balanced Scorecard and human resource management. Data were collected through semi-structured interviews and direct observation and then analyzed qualitatively. The findings indicate that strategies focused on service quality improvement and adopting simple technologies have significantly enhanced Bengkel Wahda’s financial performance, evidenced by annual revenue growth of 15%. This study recommends further expansion of these strategies to maintain competitiveness in the future, including human resource development and adopting more efficient technologies.

Measurement of government performance in literature review

Government performance means the results of government work. Its use is to evaluate government accountability, decision-making, efficiency, effectiveness, transparency, and achievement of goals. Purpose: This paper aims to explore the understanding of performance measurement tools commonly used in government, the reasons for using them, and the implementation of performance measurement in Indonesia. Method: This study uses a meta-synthesis method, an integrative review approach from 2000–2021, in the Scopus database using the keywords measurement system, performance measurement, performance measurement government, measurement system government. Results and Discussion: The final sample consisted of 23 studies, and the results showed that the most commonly used performance measurement was the balanced scorecard. This is because the balanced scorecard is able to explain the vision, mission, strategy, results, and operational actions, so that it can achieve local government goals. Research implications: Insight into government performance measurement can be used to determine the strengths and weaknesses of various performance measurement tools so that the government can implement performance measurement tools that are more appropriate for its government. Originality/Value: This study offers an adaptation of existing methods to measure government performance more effectively. In addition, this study focuses on the context of developing countries, which can provide new contributions to the literature.

A Football Club's Strategic Performance Management

The current study presented in this article shows that football teams should; generally speaking, implement a multifaceted performance management system that takes into account the opinions of all stakeholders. The Balanced Scorecard (BSC), which offers an integrated framework for measuring and managing performance, can assist clubs in evaluating both financial and non-financial activities. This study's context and content greatly advance our knowledge of the football industry and offer a thorough and all-encompassing set of contributions to the field of business academia. The knowledge acquired on a topic that has naturally shown to have a significant impact on people inherently adds something useful and beneficial to society.

Risk Management Strategies and Performance of Selected Insurance Companies in Nairobi City County, Kenya

The insurance industry plays a vital role in the management of risk and therefore helps to support and facilitate business activities. The performance of insurance companies is impacted by various challenges related to their risk management strategies. These challenges can arise from both internal and external factors, and they can have significant implications for the financial stability and profitability of insurance companies. Changes in regulatory requirements can impact the risk management strategies of insurance companies, requiring them to adapt their practices and systems to remain compliant. Therefore, this study seeks to investigate the influence of risk management strategies on the performance of selected insurance companies in Nairobi City County, Kenya. The study was guided by the balanced scorecard model, agency theory, portfolio theory, risk aversion theory, and prospect theory. A descriptive research design was employed. The study targeted 95 respondents, comprising 10 senior-level managers, 30 middle-level managers, and 55 departmental heads from the insurance companies operating in Kenya. A census of 95 respondents was conducted. The study used a structured questionnaire. A pilot group of 9 individuals was selected from the target population. Content validity was applied to the study. Cronbach’s Alpha coefficient was computed for all components of the questionnaire, and their assessment was provided. Descriptive analysis was computed using mean, frequencies, and percentages. Regression analysis tested the relationship between the study variables. The regression model assessed the relationship between the independent variables and the dependent variable. The findings were presented using tables and figures. Through regression analysis with a linear model result showed a strong relationship between risk management strategies and performance. The resulting value of regression coefficient at .000 (p<0.05) indicated existence of relationships that were relatively strong. The study thus concluded that performance of insurance companies is dependent on the careful choice or selection of risk management strategies. It is expected the results will benefit various stakeholders, including the government policy makers, Insurance sector players, and academia. Further studies exploring more strategies to manage risks in other entities including other sectors such as the finance sector could be undertaken by scholars.

Strategy implementation practices and Performance of State Corporations: Case of National Health Insurance Fund, Nairobi City County, Kenya

Many organizations in developed and developing countries and more specifically in Kenya are striving to perform, it is noted that issues of strategy implementation has continued to be uncertain in the Kenyan public sector. Many state-owned corporations are grappling with management problems which have led to their poor performance outcome. The National Health Insurance Fund is a state corporation through National Health Insurance Fund Act No. 9 of 1998. The Fund’s core mandate is to provide social medical insurance cover to all its members and their declared dependents (spouse and children). But according to National Health Insurance Fund Performance Report 2017- 2018, the National Health Insurance Fund has continued to implement social health strategies with a view to achieving Universal Health Coverage for the benefit of all Kenyans. The aim of the study was to examine the strategy implementation practices influencing the performance of state corporations in Kenya, specifically the National Hospital Insurance Fund. The study was grounded on Organizational Higgins’s Eight S Model, the Balanced Scorecard model, and Resource Based View theory. The study employed a descriptive research design. The study population consisted of 411 employees, managers, and patients from the National Health Insurance Fund headquarters. Questionnaires were used to collect primary data, and a pilot test was performed to assess the reliability and validity of the questionnaire. Cronbach’s Alpha coefficient was employed to determine the reliability of the research instrument. Data analysis involved the use of descriptive statistics, supported by the Statistical Package for Social Sciences (SPSS), to calculate frequencies, percentages, means, and standard deviations. A Multiple Linear Regression model was used to determine the influence of independent variables on the dependent variable. The study findings revealed that technological innovation, strategic resource planning, strategic leadership and strategy monitoring had positive and significant effects on the performance of the National Health Insurance Fund in Kenya. This study concluded that strategy implementation factors, including technological innovation, strategic resource planning, strategic leadership, and strategy monitoring, play a significant role in firm performance. The study recommends that the management of the organization should emphasize strategy implementation to improve the performance of their organization. Additionally, continuous investment in technological innovation, effective strategic resource planning, strategic leadership development, and robust strategy monitoring practices should be prioritized to enhance overall organizational performance.

FORMATION OF STRATEGICALLY-ORIENTED DIRECTIONS FOR THE DEVELOPMENT OF LOGISTICS ORGANIZATIONAL STRUCTURES

The article is devoted to the study of the influence of strategic management in increasing the efficiency and quality of logistics organizational structures. The article considers the classification of management decisions to ensure the effective operation of logistics providers, analyzes the essence of strategic management of organizations, features of corporate strategy, business strategy, and functional strategies. The reasons that make it difficult to transfer the logistics development strategy to lower levels of management have been identified. Theoretical approaches to the process of implementing logistics management strategies in organizational structures are proposed. It was determined that the key idea of the supply chain concept is the transition from functional management to management of cross-functional business processes. The advantages of strategically oriented organizations are highlighted, and it is also substantiated that a balanced system of indicators is effective for solving the problem of related business strategies and directions with the establishment of goals for the efficiency of logistics organizational structures. The four key processes that the Balanced Scorecard relies on to link short-term actions to long-term goals are described. Modern trends in changes in management styles from the management practices of advanced logistics providers are analyzed. The mechanism of application of the Deming cycle and reengineering of business processes is substantiated. It has been proven that effective implementation of the concept of strategic management of the logistics organizational structure is possible only when the organization is strategically oriented.

Chain Performance Analysis Supply Using the Balanced Scorecard Method in the Kachi Milk Beverage Business

One of efforts that can done to be able to sufficient need customer with method notice management chain supply in a way well, that's it This because basically​ chain supply This notice regarding the goods process until customer in a way good. In the chain supply evaluation performance becomes very important, because Can know effectiveness strategy determination and its application in the business world. The goal in study This is For analyze flow performance chain supply as well as know mark chain supply which obtained what is Kachi Milk's business ? Already Good or no. Method of analysis in study This use balanced scorecard. On the Balanced Scorecard This explain mission and tactics capable organization​ made into become business for reach objective as well as become reject measuring performance in the company. Research results This is in the form of results the average value shows that from perspective finance to obtain value 3 (enough) good), internal business process perspective obtains value 3.4 (good), perspective growth and development to obtain value 3.12 (enough) good) and perspective customer to obtain value 3.6 (good). For the total average value for all perspective is 3.28 (enough) good). Concluded that performance on the chain supply business This Kachi Milk drink Enough Good based on four perspective, the need for efforts in business Kachi Milk drink for increase performance chain to be more increase.

Organizational Performance Improvement Strategies Through the Implementation of Balanced Scorecard at KPPN Jakarta VII

KPPN Jakarta VII is a vertical agency under the Regional Office of the Directorate General of Treasury of DKI Jakarta Province, Directorate General of Treasury, Ministry of Finance which has the task of carrying out the authority as the State General Treasurer, distributing financing at the expense of the budget, and administering budget receipts and expenditures through and from the state treasury based on statutory regulations. In carrying out the tasks and objectives of the organization, KPPN Jakarta VII carries out performance management based on a balanced scorecard. Balanced scorecard is a strategic management system that guides leaders and members of the organization to translate the vision, mission, and strategy of the organization into real measurable actions. Organizational performance is measured so that it can reflect the achievement of organizational goals. This is very important as part of the implementation of good governance. This paper provides an overview of the implementation of the balanced scorecard at KPPN Jakarta VII as a tool in managing organizational performance. The method used is descriptive qualitative with primary data in the form of performance improvement strategies and organizational performance achievements. As a result, the consistent and continuously improved implementation of the balanced scorecard results in an increased organizational performance score of KPPN Jakarta VII and encourages the creation of service innovations as a form of adaptive organization.

Measuring Improvement Capabilities in a Health System: Findings From a Content Validity Study

Measurable improvements in the American Healthcare System have been elusive. To understand why, a survey measuring improvement capabilities in a health system was developed from a 2002 tool that measured an outdated quality improvement methodology. That survey was tested for content validity and achieved an overall representativeness content validity index of 87.5%. From the responses and discussions with the subject matter experts, 3 reasons emerged as to why a lack of improvement occurs in key metrics on a balanced scorecard. These 3 were the decentralization of improvement efforts, waning leadership attention, and presenting information rather than insights.