BSC Model Research Articles

Outdoor hospitality performance: Through the lens of the balanced scorecard and its customer perspective

The purpose of this study is to lay the foundations for measuring customer performance in the outdoor hospitality sector and encourage relevant internal benchmarking through an adapted balanced scorecard. The literature on balanced scorecard and customer performance is classified by identifying their antecedents in the context of outdoor hospitality management. Using an inductive approach, the study employs a lexicometric analysis to identify the main categories of customer satisfaction in a well-known European camping chain. In addition, this research proposes a methodological building block adapted for camping business that integrates multiple classes and attributes into the customer perspective of the BSC model addressing the current over-simplification of this element of the model. This study highlights the importance of integrating customer feedback into a performance measurement system and provides a practical tool for managers to apply and adapt customer comments into a campsite BSC system.

Application of BSC and EFQM models in small and medium-sized enterprises

Research background: The BSC and EFQM models are important tools to help SMEs to improve their performance through strategic initiatives in cooperation with operational activities, through the essential elements of these models. Purpose of the article: The objective of the research presented in this paper is to analyse and compare the existence of Balanced Scorecard and EFQM models in small and medium-sized enterprises (SMEs), and to suggest possibilities of applying these models to a wider range of SMEs. Methods: The process of evaluating research aim was based on a questionnaire survey. The number of respondents was 378. Both small and medium-sized enterprises participated in the survey, with the number of their employees being as follows: from 1 to 9 a total of 28.6% enterprises (28.6%), from 10 to 49 a total of 38.1% enterprises (38.1%) and from 50 to 249 a total of 33.3% enterprises. The methods of descriptive statistics and correlation and regression analysis were used to test the scientific hypotheses. Findings & Value added: Since the research results point to a relatively high dependence, it can be concluded that implementing the models in the SME sector has its justification. In terms of their management practice, the authors of this paper have used the findings directly in their consulting and research activities, and have incorporated the models into strategic management systems of particular enterprises. Recommendations presented here are therefore based on the research as well as conclusions of the hypotheses tested regarding the above two models and their larger introduction to SMEs. The rate of use of the BSC model in SMEs has a statistically significant positive effect on the model performance measurement system. Our results also confirmed that the rate of use of the EFQM models (H3B) in SMEs has not a statistically significant positive effect on the performance measurement system (PMS).

Construction Performance Evaluation System of Digital Publishing Public Service Platform in China based on BSC Model

In order to make the performance evaluation system of strategic transitivity, starting from the actual situation of the digital publishing public service platform, combined with the expert consultation, based on the idea of the balanced score card, built four target dimension, 12 primary indicators, a total of 27 secondary indicators of performance evaluation index system, and index weight is obtained by using the analytic hierarchy process (AHP), according to the score and the combination weights, evaluate comprehensively the performance of digital publishing public service platform.

Perancangan Sistem Monitoring Pengukuran Kinerja Produksi Gula Menggunakan Model BSC-SCOR Pada Pabrik Gula

Poor supply chain management can cause operational costs to swell, which consumes business funds while slowing down the delivery process to customers. The Redjosari Sugar Factory currently has a decline in the percentage level of productivity and is still below the predetermined production target. This is because it has not been able to identify and monitor its success or failure and has not decided for performance measurement standards. For this reason, it is necessary to measure the performance of the factory. This study aims to determine the KPI criteria for measuring performance in production activities and to design a monitoring system. The research was conducted using the BSC and SCOR methods. Tools are needed to identify Key Performance Indicators (KPI) in its application and then combined with the AHP method. Furthermore, the monitoring system design and Kendall Tau test were carried out. The study results obtained 11 KPIs for measuring supply chain performance in the production activities of the Redjosari Sugar Factory. In addition, the performance measurement system designed in this study is a dashboard monitoring system based on the Microsoft Excel application. The dashboard monitoring system that has been created can be used to monitor the performance of supply chain activities through the level of production activity at each KPI and monitor the overall progress of the performance results of each perspective on the BSC model. Based on the results of the Kendall Tau correlation analysis between the monitoring system and the effectiveness of the production process, it was found that there was a relationship between the two variables and had a strong relationship. The results of this study can be used as a reference for improving performance at the Redjosari Sugar Factory.

EVALUATING INFORMATION TECHNOLOGY IMPLEMENTATION SUCCESS FACTORS USING A BALANCED SCORECARD

Today, the introduction of Information Technology (IT) has helped companies to flourish. The Balanced Scorecard (BSc) model has been adopted by many leading companies and organizations to measure their business performance and has appeared as a decision support tool at the strategic management level. This paper aims to evaluate the success of implementing Information Technology (IT) for improving the company’s business performance using a BSC model. The study employs the quantitative method whereby an online survey has been distributed among managers in a few companies. The respondents were required to give a response regarding the requirement of implementing IT in the business processes involved in their companies. They were asked a series of questions regarding the four perspectives of BSc which are financial, customers, internal business processes, and learning and growth. By analyzing the respondents’ responses obtained through the online survey, it can be observed that implementing IT does help in improving the company’s business performance and operational efficiency. The findings show that BSc could assist managers to focus on the company’s organizational strategy if it is implemented properly and correctly, and take a balanced view across a range of performance measures.

Digital Balanced Scorecard System as a Supporting Strategy for Digital Transformation

Reports of the high percentage of failed digital transformation ventures motivate the need to find a comprehensive framework with regulatory attributes to support these initiatives. Due to its structure, consistent strategy decomposition capabilities, and strategic map architecture, the assumption is that a customized version of the Balanced Scorecard can ensure the better overall success of digital transformation projects. The qualitative analysis methodology was applied to previous research, and this study identified critical issues and challenges related to the strategy and overall endeavor of digital transformation. Based on the methodology of the traditional Balanced Scorecard, a draft version of the Digital Balanced Scorecard was formulated. The Digital Balanced Scorecard is a comprehensive, primarily prescriptive model that is focused directly on the challenges, opportunities, and obstacles of transformation. The proposed BSC model can consistently interpret a digital strategy and assist organization leaders in successfully formulating and coordinating all necessary activities and projects to apply technologies. The Digital BSC provides the projection of financial results and improvements in sustainability after transformation. The proposed solution to support digital transformation can accelerate an organization’s development, improve efficiency, and strengthen efforts to achieve an organization’s sustainability goals.

Performance Management Concept Framework of The Corruption Eradication Commission (KPK) in Optimizing State Loss Recovery

The performance of the Corruption Eradication Commission (KPK) has always been in the public spotlight, so significant research has been carried out, especially on one of the performance indicators that has become a public issue, namely how the KPK has performed in recovering state losses. Starting from this background, the purpose of this study is to develop a conceptual framework for the performance management of the corruption eradication commission in optimizing the recovery of state losses. The conceptual framework is based on the theory of performance management or performance management (PMS), using the dimensions of the balanced scoring model Niven (2008) which is sliced with the BSC model of Moullin (2017) and model of Aydin (2019), and operationalized with indicators, where most of these indicators have so far also been used as indicators for measuring KPK's performance. The framework of the performance management concept of the corruption eradication commission in optimizing the recovery of state losses can be the basis for researchers when they want to examine the performance of the KPK in the context of optimizing the recovery of state losses.

BSC Model for Measuring a Firm’s Progress in Implementing Lean Manufacturing with a Case Study

BSC Model for Measuring a Firm’s Progress in Implementing Lean Manufacturing with a Case Study

Extracting the Performance Indicators Based on BSC Model for SMEs Residing in Technology Incubators

پارک‌های علم و فناوری و مراکز رشد به‌عنوان متولی اصلی توسعه فضای کسب و کار در منطقه موظف هستند با اعطای حمایت‌های هدفدار، کارآفرینان را در راه‏اندازی و تقویت واحدهای فناور تولیدی یاری کنند و رونق اقتصادی را در جامعه رقم بزنند. برای بهبود تأثیر این حمایت‏ها، پارک‏ها و مراکز رشد به صورت دوره‌ای فعالیت‏های واحدهای فناور زیرمجموعه خود را ارزیابی می‌کنند و پس از شناسایی نقاط قوت و ضعف، خدمات را متناسب با نیاز هر شرکت ارایه می‌دهند. اما پاسخ به این سؤال ضروری است که سیستم ارزیابی باید شامل چه شاخص‏هایی باشد که بتواند تصویر واضح‌تر و جامع‏تری از وضعیت شرکت بازتاب دهد و نیازهای اساسی تمامی شرکت‏ها را به درستی برای مدیر مرکز رشد به نمایش بگذارد. لذا، در این تحقیق پس از بررسی سیستم‌های رایج ارزیابی عملکرد، سیستم کارت‌های امتیازی متوازن (BSCs) به دلیل سازگاری بیشتر با مدل شرکت‌های کوچک و متوسط (SMEs) مستقر در پارک‏ها و مراکز رشد به‌عنوان پایه‌ی مدل پیشنهادی استفاده شده است. سپس بر‌اساس تجربه‏ 17 ساله‏ی پارک علم و فناوری خراسان در راهبری صنایع منطقه و همچنین نظرات خبرگان در دیگر مراکز رشد استان، تعداد 86 شاخص‏ مؤثر در ارزیابی SMEها شناسایی و با استفاده از آزمون فریدمن رتبه‌بندی شدند. جامعه آماري این پژوهش پارك علم و فناوري خراسان در سال 1399 بوده و داده‌هاى مورد نياز با استفاده از پرسشنامه جمع‌آورى گرديده است. نتایج نشان داد منظر

FINANCIAL COMPONENT OF ESTIMATION OF EFFICIENCY OF MANAGEMENT OF ENTERPRISE ON BASIS OF BSC

The current trends in the aircraft building market are highlighted and the transformation need of the management system from the industrial to the partner model of the aviation products manufacture are actualized. The prerequisites for the target approach usage to assessing the management effectiveness are substantiated. The research methodology based on the use of the balanced indicator system BSC and the author adapted model of the key indicators of the company's efficiency for assessing the management effectiveness of the aircraft building enterprise is proposed. Such indicator was defined the social responsibility of business — an integrated indicator of the value of the enterprise for the society in order to improve the quality of life. At forming of the system of evaluation indexes certainly main principles of their construction: simplicity and visibility of the indicator system; limited number of indicators; the ability to measure indicators; determining the impact of each indicator on the enterprise efficiency as a whole. In order to evaluate the financial component of achieving the long-term goals on the basis of the BSC model and within the financial policy of JSC «Motor Sich» the following indicators have been chosen: return on equity, turnover assets, value of capital, structure of equity capital, loan interest rate, market size, market companies share, sales profitability, net profit per one share, coefficient of gross change ratio, coefficient of production cost factor, coefficient of administrative expense ratio, coefficient of implementation costs and coefficient the ratio of net profit. Research results specify on the positive changing — increase on the enterprise of efficiency of management operating charges. The factors of their negative influence on the possibility of achieving the strategic goal of the enterprise have been determined on the basis of their calculation and quantitative data analysis: According to the criteria of the financial component of the activity of the aircraft building enterprise, trends of changes were determined and the depth of deterministic influence of the indicators of efficiency of JSC «Motor Sich».

Performance Assessment of Nepalese Banks Based on Learning and Growth Perspective

The purpose of this paper is to assess performance of Nepalese banks under the learning and growth perspective of the BSC model and to study comparative status of learning and growth in three types of banks - the state owned, private and joint venture banks. This paper follows descriptive research design approach. The questionnaire survey has been applied as primary tool for collecting required information and 466 responses were collected from bank managers. To assess the responses to the BSC model's learning and growth perspective, a five-point Likert-type scale of strongly disagree (1) to strongly agree (5) has been used. The findings of study have indicated that joint venture banks stood at top, state owned banks in second and private banks in the bottom to adopt learning and growth perspective performance. The descriptive analysis has shown satisfactory status of the banks. Among the fourteen items used for assessment of learning and growth performance, improving employee capabilities, teamwork, and better culture and leadership were more emphasized areas by the banks to enhance learning and growth performance.

Quantitative and qualitative centrality of a social representation's core elements: The use of the Basic Cognitive Schemes model

The general aim of this research was to investigate the use of the Basic Cognitive Schemes (BCS) model in examining the qualitative vs. quantitative centrality of a social representation’s (SR) core elements. Firstly, we examined the internal structure of the social representation of the European integration (Study 1, N = 71) according to Central Core Theory of the structural approach of social representations. Secondly, we investigated the qualitative vs. quantitative centrality of its core elements (Study 2, N = 106) using the BCS model. The study included young people from Eastern Romania enrolled in a Psychology undergraduate degree. The results permitted the identification of the elements defining the internal structure of the SR of the European integration among young Romanians. We identified five central elements with prescriptive functions (i.e., mobility, unity, opportunity, European funds, and civilization). Furthermore, after checking their qualitative and quantitative centrality using the BCS model, only three of them were confirmed as both qualitatively and quantitatively central. Thus, the results also underlined the importance of the BSC model in better understanding the relationships between the SR’s internal elements. Theoretical and practical implications of the results are discussed.

Improvement of the BSC model with KPI-tree method through a dairy farm case study

Improvement of the BSC model with KPI-tree method through a dairy farm case study

Development of BSC Model of Center for Teaching and Learning

In this study, BSC model of center for teaching and learning was developed using balanced scorecard suitable for non-profit organization. Firstly, relevant literature surveys and evaluation indicators of various CTL and institution with similar characteristics were examined. Next, a draft BSC model was designed through interviews of specialists. Lastly, the BSC model was proposed by verifying the content validity of the evaluation model by conducting two Delphi surveys. The BSC model of CTL has 4 perspectives: resource, customer, internal process, learning and growth, 9 critical success factors: 2 factors in resource, customer and learning and growth perspectives, 3 factors in internal process perspective, and 23 key performance Indicators: 4 indicators in resource and learning and growth, 7 indicators in customer perspective, 8 indicators in internal process perspective. The implications of this study through the results were as follows: firstly, the proposed BSC model showed an evaluation model suitable for a non-profit organization. Second, the BSC model was linked to the organization’s mission and vision. Third, it could contribute to the long-term development of CTL. Lastly, if it could be applied to management, and evaluated, it is expected to play a role of providing basic data for the budget support and spread of the university.

THE USE OF BSC WITH THE REGULATORY PERSPECTIVE FOR A PRIVATE HIGHER EDUCATION INSTITUTION IN BRAZIL

Higher-Education Institutions need to meet the quality requirements required by the Ministry of Education - MEC, which define the criteria that should be included in the HEI Planning. In this way, using the balanced scorecard - BSC model, using the objectives and goals established in the PDI can help the leaders in the strategic management of HEI. Given this, the objective established for this work is to propose a BSC model from the perspective of Regulation for a private HEI. The methodology was qualitative, using the bibliographic research procedure and case study of a private IES in Porto Velho - RO. After the literature review, a fifth perspective for the BSC was developed, which was called the Regulatory Perspective, creating a Strategic Management model for the researched institution, thus improving decision-making processes.

The Implementation of Balance Scorecard and Its Impact on Performance: Case of Universiti Utara Malaysia

The intensity of competition among contemporary Higher Education Institution (HEIs) has led to many of such institutions to focus more on how to provide high quality education so as to attain a suitable position in the university world ranking by adopting a suitable performance management. This study aims to demonstrate how UUM implement and uses the BSC to enhance and improve its strategic plans by addressing the issues facing its strategic management process. This study employed a qualitative case study approach. Data were collected using interview and reviewing the university quarterly and annual reports, organizational structure and the university’s webpage as well as its news bulletins. Data were analyzed qualitatively using thematic analysis. Consistent with Kaplan and Norton BSC model in public sector, findings indicates that the case institution implements the BSC ideology by adapting the concept such that it reflects the unique contextual needs of UUM. This study found that in implementing the BSC project, the university staff’s buy-in, top management commitment, organizational culture and communication strategy has significant effects on the case institution’s performance. Also, findings revealed that the implementation of BSC ideology in UUM has a significant impact on its performance in that it helps in improving the case institution’s overall university rankings. The implication of BSC implementation in UUM is that it helps the university management to monitor its performance with regard to its 2016-2020 phase II strategy plans. Future study should consider more institution that implements BSC so as to get more detail results that may be generalized.

OPPORTUNITIES OF APPLICATION OF THE BALANCED SCORECARD IN MANAGEMENT AND CONTROL

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 t he 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 d iscussed 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 Scorec ard (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: t he 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 t o 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.

Using a robust performance measurement system to illuminate intellectual capital

The central premise of the “fit-as-mediation” view states that knowledge-related factors could determine the usage and design of specific organizational systems, such as management accounting and control systems. This could, in turn, facilitate information processing and bring about positive organizational outcomes. While the influence of knowledge-based assets on measurable performance has been examined extensively in the intellectual capital literature, little is known concerning the role of an organizational control system in fostering the management of intellectual capital as the most strategic asset for organizations. As such, this study primarily aims to explore what role a performance measurement system plays in terms of the diversity of measurement in the relationship between intellectual capital and organizational performance. We incorporate social capital into the general three-dimensional classification of intellectual capital; namely, human capital, structural capital, and relational capital, to provide a more comprehensive measure of intellectual capital. Further, we conceptualize the diversity of measurement by supplementing the original Kaplan and Norton's BSC model with a new perspective, social and environmental measures. Such integration of financial, customer, internal business process, learning, and growth, along with social and environmental measures could result in an overarching and robust conceptualization of performance measurement; a concept that was barely mentioned in previous literature. We conducted a questionnaire survey involving chief financial officers of 128 Iranian public listed companies. Using the partial least squares (PLS), we find that companies with higher levels of intellectual capital emphasize a greater diversity of performance measures. The findings also show that the diversity of measurement mediates the relationship between intellectual capital and organizational performance. This paper may offer guidance to companies concerning the competencies needed for securing positive organizational outcomes from their knowledge resources, such as intellectual capital.

DEVELOPMENT OF A MODEL OF BUSINESS PERFORMANCE MEASUREMENT SYSTEM FOR ORGANISATIONAL SELF-ASSESSMENT. THE CASE OF POLAND

Purpose: The paper introduces a model of business performance measurement system for organizational self-assessment. The model is made up of five elements including areas, elements, functions and processes of the BPMS as well as the introduction procedure. The paper is based on the research project conducted in 2007, entitled “Self-assessment in quality management systems of companies” which concerned the engagement of Polish enterprises in initiatives aiming at business excellence. Methodology: The detailed characteristics of the business performance measurement system were identified through the analysis of BSC and excellence model concepts as well as the BPMS definitions found in literature. Three different research methods were applied, namely, a questionnaire survey and an interview conducted among the most active companies in the Polish economy and a Delphi method. As a result 230 companies were examined and 19 experts were interviewed. Findings: The results collected with the use of the Delphi method make it possible to indicate which components of the BPMS are absolutely indispensable for the system to operate efficiently as well as to identify the procedure for introducing BPMS. Originality/value: The paper combines the data collected from two sources: the representatives of Polish companies and the experts representing academia, business, auditing and certificating companies. The authors are convinced that the model presented in the paper although developed for Polish companies can successfully serve as a reference model also for non-Polish companies. Its value results from its universality.

An Empirical Study on Factors Affecting Smart Factory Introduction Performance from a BSC Perspective: Focus on Manufacturing Firms

Background/Objectives: This study doesn’t introduce the process of manufacturing system in smart factory of company but conducts a study on smart manufacturing’s ultimate goal which is to systematically view and identify the success factors through production system introduction and utilization. Methods/Statistical Analysis: In this study, BSC model was chosen to measure the performance of the enterprise on smart factory and it was modified to fit the purpose of this study. Factors that influences smart factory introduction are user engagement, goal clarification, and capacity of development enterprises. Three specific factors that were found as ERP success factors were drawn from related prior studies. We found out if these influence factors leads to successful introduction and if it would bring positive impact by re-incorporating the study of structural practices and commenting and creating important variables. Findings: We want to empirically identify the results after introducing smart factory through BSC model. First, user participation, introduction motive cost factor, introduction motive relationship factor, development industry’s capacity were four independent variables and using all four at once, PLS analyze result shows all four factors had positive influence on smart factory enterprise introduction. Secondly, when we analyze four categorized factors, user participation, introduction motive relationship factor, development industry’s capacity were important factors to increase learning outcome and process factor. Improvements/Applications: This study’s result provides practical implication of main factors that must be managed to ensure successful introduction to companies who wish to introduce the smart factory.