Development Of Balanced Scorecard Research Articles

Value-Based Health Care for Prostate Cancer Centers by Implementing Specific Key Performance Indicators Using a Balanced Score Card.

Prostate cancer (PC) is the most common cancer in men in 112 countries, and accounts for 15% of cancers. Because it cannot be prevented, the rise in cases is inevitable, and improvements in diagnostic pathways and treatments are needed, as there is still a shortage of cost-effective diagnostics and widespread oncologically safe treatment options with measurable quality. As part of the implementation of a Full Cycle of Care, instruments have been developed to achieve value-based medicine, such as consistent commitment to measurability. One of these instruments is the Balanced Scorecard (BSC). Here, we propose the first BSC for prostate cancer (PC) treatment. BSCs are used to assess performance in healthcare organizations across four dimensions: financial, patient and referrer, process, and learning and development. This study aimed to identify Key Performance Indicators (KPIs) for each perspective. A systematic literature search was conducted according to PRISMA guidelines using multiple databases and specific search terms to identify KPIs for PC care, excluding case reports and conference abstracts. In total, 44 reports were included in analyses and development of the PC-specific BSC. In the present study, a PC-specific BSC and KPIs were defined for the four classic perspectives, as well as for a newly developed PC-Specific Disease and Outcome perspective, including patient-related parameters from the German Cancer Society and the International Consortium for Health Outcomes Measurement. In addition, the Process perspective includes KPIs of fulfillment of continuing education of residents and the metrics of structured training of the radical prostatectomy procedure in the Learning and Development perspective. The developed BSC provides a comprehensive set of perspectives for an Integrated Practice Unit or center in PC care, ensuring that the indicators remain manageable and applicable. The BSC facilitates value creation in line with Porter's Full Cycle of Care by systematically collecting and providing economic, personnel, and medical results, actions, and indicators. In particular, this BSC includes KPIs of structured training of practitioners and metrics of the German Cancer Society, that recently proved to improve PC patients outcomes.

Developing a business intelligence tool for sustainability management

PurposeBusiness intelligence (BI) is a combination of computer systems and managerial processes to support decision-making. The balanced scorecard is a kind of business intelligence tool for performance measurement and management control aimed at balancing financial and non-financial as well as short- and long-term measures. The sustainable balanced scorecard is a modification of the original balanced scorecard developed to expressly consider governance, social, environmental and ethical issues, and therefore to allow sustainability concepts to be included within the strategy and the management of the organization. However, although the sustainable balanced scorecard is one of the most suitable tools for integrating sustainability within management, there are few examples of how to develop and implement it which can be used as reference models. To help solve this problem, this paper proposes a methodology for the development of a sustainable balanced scorecard, considering different phases such as planification, analysis, design or computer tool implementation, and describes the findings of three case studies.Design/methodology/approachThe research was conducted using the qualitative multiple-case study method. This made it possible to establish the methodological issues regarding the performance and reporting of this study. Therefore, the research method for the conceptualization and execution of the case studies was divided into seven phases: definition of research goals and questions; proposed theoretical model; identification of units of analysis; case selection; definition of research methods and resources; fieldwork; data collection, classification of information and triangulation; formulation of the enhanced theory, model or methodology; and verification of the rigour and quality of the study.FindingsPaper shows a methodology organized in phases, activities and tasks that allow a sustainable balanced scorecard to be planned, designed, built, computerized and controlled in order to integrate sustainability within the management systems of organizations.Originality/valueThis study contributes to the currently emerging sustainable balanced scorecard literature and practice and, more generally, to research on sustainability measurement and management. The methodology for sustainable balanced scorecard development and implementation showed in this paper contributes to the management and information systems theory because it makes it possible to overcome the shortcomings identified to date: it considers all the sustainability dimensions; it describes all the project life-cycle activities; it encourages stakeholders' participation; and it has been proved to work in real situations.

Exploring Factors Determining the Business Performance of Micro and Small Entreprises: Reality in Indonesian Muslim Entrepreneurs

Research aim: This paper aims to identify important influences on the company performance of Muslim business owners in Southeast Sulawesi, Indonesia, using a balanced scorecard development approach incorporating Islamic values and business practices.Design/Methodology/Approach: The research design used a quantitative approach called Exploratory Factor analysis through SPSS. The sampling technique was purposive sampling with 120 samples (Muslim entrepreneurs), with data collected through a survey questionnaire.Research findings: Three significant factors determining the business performance of Muslim entrepreneurs: strategy and internal business processes, business orientation, external stimuli, and Islamic business practices. Approaches to Islamic business practice are critical for improving Muslim entrepreneurs’ company performance.Theoretical contribution/ Originality: This finding is one of the new models of the balanced scorecard theory to measure and improve the performance of Indonesian Muslim entrepreneurs.Practitioner/Policy implication: Integration of business orientation with general approaches and sharia business practices such as halal product orientation and hard work can improve the business performance of Indonesian Muslim entrepreneurs.Research limitation/Implication: This study only investigated the performance of Muslim entrepreneurs in 7 districts/cities in Southeast Sulawesi with a sample of 120 Muslim MSMEs.

Development of balanced scorecard for manufacturing using interpretive structural modeling and game theory

PurposeThe purpose of the study is to assess manufacturing firm performance indicators using a reasonably comprehensive integrated BSC-Game model to empirically determine the importance of the perspectives and indicators under evaluation and the best combination of indicators.Design/methodology/approachAfter identification of manufacturing indicators of the firm, the Shapley value index is used as the solution of the cooperative game to determine the importance of the perspectives and indicators under evaluation and the best combination of indicators to facilitate the achievement of target goals.FindingsThe game theory approach is used as a technique to rank BSC perspectives of the firm's manufacturing performance. The results reveal that the customers' perspective receives the highest ranking. The knowledge sharing, new technology, customer satisfaction and sale profitability are considered as the best combination of BSC indicators.Originality/valueThe integrated BSC-Game framework, approach and outcomes can be beneficial to practitioners and researchers who aim to select the proper indicators’ policy in manufacturing performance field.

BALANCED SCORECARD OF SAFETY-ORIENTED MANAGEMENT FOR THE CONSTRUCTION INDUSTRY ENTERPRISES

The article is devoted to the study of the theoretical and methodological foundations for the development of a balanced scorecard for ensuring safe-oriented management of enterprises in the construction industry. The subject of the research is a set of theoretical, methodological and practical aspects to ensure the formation of the balanced scorecard development to ensure safe-oriented management of enterprises in the construction industry. The purpose of the article is to develop theoretical and methodological provisions and substantiate practical recommendations for the formation of a model of a balanced scorecard for ensuring safe-oriented management of enterprises in the construction industry, taking into account the interests of all groups of stakeholders. Objectives of the work: to analyze modern trends in the development of enterprises in the construction industry in Ukraine; to generalize approaches to the definition of the concept of safety-oriented management; explore and organize the elements of safety-oriented management; to develop a model of a balanced scorecard for ensuring safe-oriented management in the corporate security system of enterprises in the construction industry. In the course of the study, the following methods were used: abstract-logical analysis, theoretical generalization and systematization, system analysis. The paper analyzes the dynamics of the development of enterprises in the construction industry in Ukraine in the context of the introduction of quarantine measures related to COVID-19. Factors constraining construction activities have been identified, which include financial constraints, insufficient demand, labor shortage, and weather conditions. Approaches to the definition of security-oriented management have been generalized and the definition of security-oriented management in the corporate security system has been improved. The elements of safety-oriented management are systematized with the specification of such components as risk assessment, development and implementation of security policy, definition of requirements, establishment of control and monitoring of the external and internal environment. A model of a balanced scorecard for ensuring safe-oriented management of enterprises in the construction industry has been developed. Conclusions. In the course of the study, the expediency of forming a balanced system of indicators for ensuring safe-oriented management of enterprises in the construction industry was substantiated, taking into account the dynamics of the performance of construction work during 2019-2021. The elements of the system of safe-oriented management are presented in detail and the expediency of the formation of a balanced system of indicators for ensuring the safe-oriented management of enterprises in the construction industry is substantiated. The sequence of the formation of a balanced scorecard for ensuring safety-oriented management is detailed with the specification of a scorecard for assessing strategic goals for the components of a balanced scorecard: finance, customers, internal business processes, training and development.

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

Балансирана карта за оценка – революция или еволюция в нетрадиционните модели за управление и устойчиво развитие (Първа част) (Balanced Scorecard – Revolution or Evolution in Non-Traditional Models of Management and Fixed Development (Part 1))

Bulgarian abstract: Балансираната карта за оценка (БКО) е практическият инструмент, помагащ на организациите да реализират своята бизнес стратегия. За всяка перспектива се формулират стратегически цели, критерии и планове за действие. Непрекъснатият процес по развитието на БКО е целенасочен върху съвместяването на четирите и повече перспективи. Картата насочва усилията на разглежданата организация върху критичния анализ на бъдещето и обвързването му със съдържанието на идеала. English abstract: Balanced scorecard (BSC) is a practical tool helping organizations to implement their business strategy. Each perspective requires setting strategic goals, criteria and action plans. The continuous process of BSC development is focused on combining four and more perspectives. The balanced scorecard focuses the efforts of the reviewed organization on the critical the analysis of future and its binding with the meaning of the ideal.

Balanced Scorecard como Herramienta de Gestión y mejora en los Emprendimientos

El presente artículo realiza un análisis bibliográfico del Balanced Scorecard (BSC) en empresas para dar a conocer las oportunidades que presenta la implementación de esta herramienta. Se emplearon métodos de exploración teórica, análisis y síntesis de documentos tales como revistas y libros de varios autores acerca de los conceptos generales del Balanced Scorecard relacionados con emprendimientos los mismos que fueron presentados en tablas. El objetivo del presente documento es realizar un análisis del Balanced Scorecard herramienta de desarrollo y sostenibilidad para emprendimientos. En la actualidad, los emprendimientos están en auge, debido que brindan una oportunidad de generar ingresos, dinamizar la economía e introducir nuevos productos al mercado y, de esta manera, ofrecer variadas opciones de elección para el consumidor. Este estudio reveló que el Balanced Scorecard puede permitir al emprendedor, a través de su estructura de perspectivas, visualizar y hacer seguimiento a la estrategia definida, mejorar sus procesos internos, conocer las necesidades de sus clientes y obtener mayores ganancias en un mediano y largo plazo. El empleo de esta herramienta por los emprendimientos, incidirá decisivamente en el cumplimiento de los objetivos de estas organizaciones.

Balanced scorecard in the hospitality and tourism industry: Past, present and future.

After its introduction in 1992, the balanced scorecard (BSC) has attracted considerable interest from both scholars and practitioners. This is evidenced by the increasing number of publications addressing BSC and the large number of professional events devoted to it. However, there is little research on BSC in the hospitality and tourism industry. This study aims to contribute towards filling this significant gap through studying 106 top-ranked journal articles on BSC, of which 37 belong to the hospitality and tourism industry. In so doing, the study highlights the research focus that has been placed so far on BSC and examines its trends and the relationships amongst its perspectives. It also provides valuable input to identify gaps currently impeding BSC development in the hospitality and tourism industry, recommends future research opportunities intended to improve understanding and practice of BSC along with building up on emerging research topics like sustainable tourism and new tourism management.

Conceptual framework of a balanced scorecard: a value-oriented approach

The issues of the essential content of the Balanced Scorecard (BSC) in terms of dividing BSC development into four generations have been analyzed. The need for research and development on a distinct approach to BSC as a concept with appropriate components has been emphasized. The conceptual framework of the BSC at the theoretical and practical levels has been proposed. According to the needs of the 4th generation BSC creating added value for the enterprise as a central issue in the financial perspective has been determined, so all other perspectives should be coordinated with value-based management. The BSC's view on value-based management of the components of intellectual capital has been found to enhance the ability of managers to effectively manage customer capital as one of the main drivers for creating added value for the enterprise.

Balanced Scorecard – Analysis of Theoretical and Applied Solution

Balanced scorecard (BSC) is a practical tool helping organizations to implement their business strategy. Each perspective requires setting strategic goals, criteria and action plans. The continuous process of BSC development is focused on combining four and more perspectives. The balanced scorecard focuses the efforts of the reviewed organization on the critical the analysis of future and its binding with the meaning of the ideal.

Sustainability Balanced Scorecard: an Alternative to Apply Legitimacy Theory

Purposes. Sustainability Balanced Scorecard (SBSC) is the development of balanced scorecard as a comprehensive company performance appraisal method, which the assessment focus on financial perspective, customer, internal business processes, growth and learning as well as the social and environmental perspective as an effort of sustainability. This sustainability effort is in line with the legitimacy theory, which states that the company should be run in accordance with the prevailing norms of the place where the company is located. Madukismo Sugar Company (PG. Madukismo) is a company that has potential environmental destruction is the subject of this research. This research is intended to provide an overview of PG Madukismo's performance evaluation using the SBSC method, whether it is able to explain the legitimacy theory.Method. The case study with a descriptive qualitative method by triangulation system becomes a method of this research development.Findings. Outlined, the performance of PG Madukismo shows good results, the financial perspective shows some improvement, profit has increased, as well as efficiency. The customer's perspective also shows satisfactory performance, the high level of customer retention and the minimum level of complaints is enough to explain. The internal business process perspective results are also satisfactory, innovation on production, sales and after-sales processes are considered good. A less encouraging perspective is the perspective of growth and learning, even though employee retention is good but the amount of employee training actually shows a downward trend. Last but not least, is a social and environmental perspective. The results obtained were quite surprising, although in 2016 the news about Madukismo waste management was less pleasant, in 2018 Madukismo was able to improve its waste management and get a positive response from surrounding communities who said that the stench from Madukismo waste continued to decrease.Implication. This research gives insight and detail of how to assess a company using five perspectives of SBSC to prove that legitimacy theory can be applied and bringing the hope of sustainable business.Keyword: Sustainability Balanced Scorecard, green accounting, social and environmental, PG.Madukismo

Managing multiple forms of strategic training fit through the Balanced Scorecard

Although the literature recognizes training as an essential driver of organizational effectiveness, little is still known about how to explicitly focus and align training to organizational strategic priorities. This note proposes a model that bridges the strategic human resource management (SHRM) literature and the Balanced Scorecard (BSC) literature – which is one of the most widely recognized strategic performance evaluation approaches intended to foster organizational alignment by translating the firm's strategy into a multidimensional set of financial and non‐financial measures. After having briefly discussed the main differences between the return on investment (ROI) model, which represents one of the major attempt to make training strategic within the existing evaluation research, and the BSC model applied to training management, this note highlights multiple forms of strategic training fit and suggests how to manage training through various scenarios of BSC development. Specifically, the note illustrates four forms of strategic fit – the vertical fit, the horizontal inter‐functional fit, the horizontal intra‐functional fit and the human capital readiness – and discusses their pursuit in terms of six scenarios of training management through the BSC. The note expands some exploratory empirical evidence on the feasibility and usefulness of training scorecards (i.e. the application of the BSC to training) in order to develop some theoretical insights and practical guidance on how they can be leveraged to foster the strategic alignment of training.

A generic balanced scorecard for small and medium manufacturing enterprises in South Africa

Background: Prior research confirmed that the balanced scorecard (BSC) can be used successfully at manufacturing small and medium enterprises (SMEs), to assist with sustainability. South African SMEs have a low survival rate despite being a significant contributor to the local economy with the manufacturing sector in particular hampered by negative growth.Aim: The objective of this study was to develop a BSC for manufacturing SMEs in South Africa with measurable key performance indicators (KPIs).Setting: We conducted a Delphi study with cost accounting specialists in different industries.Methods: The development of the generic BSC was facilitated with a Delphi survey and analytical hierarchy process (AHP).Results: The research presents a generic yet flexible BSC for manufacturing SMEs. A total number of 12 generic and 104 specific KPIs were identified. The results revealed a greater emphasis on the financial and customer perspectives that may be conducive to SME sustainability and success.Conclusion: A generic BSC that can be adapted to specific organisational and industry requirements has the potential to enhance SME sustainability and success.

The Design of Performance Measurement of Tadulako University Using Balanced Scorecard Approach

The purpose of this research is to develop Balanced Scorecard (BSC) for UNTAD. BSC is a performance measurement tool organization which is a strategic management system of the organization. BSC is used to articulate the mission, vision, goals and strategies into some comprehensive, coherent and measurable strategic objectives and strategic initiatives. BSC aims to improve organizational performance. This research uses descriptive technique through case study and focuses on observing the form of performance measurement used by UNTAD. This research employs purposive sampling method. The amount of strategic objectives arranged using BSC was 17 with 75 Key Performance Indicators (KPIs). Prioritization of strategic objectives is accomplished by using Analytic Network Process (ANP). The results of this study indicate that customer perspective is the first priority, followed by learning and growth perspective, internal business process perspective, and financial perspective. BSC development should be planned by the university planning department, implemented by all units, and evaluated by internal supervision unit.

Gaining Sustainable Competitive Advantage

Competitive advantage (CA) arises from a firm's attributes that allow one firm to create better customer value than others. Organizations of all sectors of the economy believe that sustainability is a way to achieve a differential advantage. CA is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic management studies. There are two main views about obtaining a stable competitive position in the marketplace; The theory of industrial organization, re-introduced by Porter in the 1980s arguing that competitive advantage is caused by environmental opportunities. The resource-based view, which argues that every company creates its own competencies and capabilities can result in competitive advantages. The article shows how the balanced scorecard (BSC) can assist organizations in obtaining sustainable competitive advantage (SCA). The BSC development is a response to the criticism of traditional forms of accounting assessment. Academics and practitioners recognize the benefits of adopting the BSC concept.

Examining the process of performance measurement system design and implementation in two Italian public service organizations

AbstractIn the last two decades, the adoption of new public management (NPM) practices in the public sector has increased as public sector organizations seek to improve efficiency, effectiveness and public accountability. We present case study findings of a NPM initiative to implement balanced scorecard (BSC) performance measurement systems in two Italian public sector organizations. This study considers the question of whether the BSC development process can be effectively translated into the public sector context. Our findings highlight the importance of aligning the development of performance management systems with a greater understanding of the internal and external environment of public sector organizations. Our results further emphasize the significant role of emergent stakeholders and management culture for the success of NPM performance management initiatives.

Design principles for the development of the balanced scorecard

Purpose – The purpose of this paper is to investigate the development and implementation process of the balanced scorecard (BSC) approach in an educational institution in the context of the Turkish educational system. It also aims, on the basis of the results of the applications in a particular school, to define principles through which the development of BSC could be successfully achieved. Design/methodology/approach – The study adopts a design-based research method which provides a particularly useful approach to the solution of real problems in the field of education. The study was carried out in a private educational institution with 161 members of staff including managers, teachers and personnel of the support units. Scorecards for the institution as well as 161 members of staff were developed. Findings – The examination of the developmental process suggests 12 design principles: willingness to change; managerial support; flexible management structure; appropriate team members; training of staff; availability of strategic planning; distinctive BSC dimensions; smart strategic objectives; balance between leading and lagging indicators; developing individual scorecards; open communication system; structured report format. Originality/value – This is the first study that develops BSC for a school in a Turkish context. The design principles, the author believes, are particularly useful for schools that do not have a strategic performance management background. This study is also important in terms of putting forward the applicability of BSC in educational organizations in different cultures and thus gaining new insights about the developmental process of BSC.

Prioritizing the Performance Evaluation Indicators of the Academic E-learning System using Fuzzy Approach

The present study is an attempt to prioritize the assessment indexes of Virtual education system performance through a hybrid method of Balanced Scorecard (BSC), Analytic Hierarchy Process (AHP) and TOPSIS. This research presents a multi-criteria decision-making approach for evaluation of virtual academic education system. This is a descriptive-analytic study, as well as an applied study in terms objective and results. This study was conducted in two stages: qualitative and quantitative. In the qualitative and quantitative stage, the samples were selected through purposive sampling and through census respectively in this research the expert’ views in relation to the compliance of performance evaluation aspects with the BSC perspectives were used. The data measuring instrument in this study was prepared in the following two sections: the first part of the questionnaire dealt with the personal information and the second part was dedicated to identification of performance Status and importance of the selected indexes. Exploratory factor analysis and varimax rotation were used to assess the construct validity of the questionnaire. Cronbach’s alpha was used to determine the reliability of the test and its value was estimated about 0.81. Two other questionnaires were also prepared. The first questionnaire was used to determine the weight different performance evaluation aspects based on the concept of AHP technique and the second questionnaire was used to prioritize the key indexes for assessment of virtual education system’s performance based on the concept of TOPSIS technique. The results of this study can be applicably used to plan and improve the performance of virtual education systems, furthermore, these results can be effective in development of BSC in IT management and e-learning systems and can present a suitable technique (composed of the two techniques) to summarize the results obtained from the evaluation of different BSC perspectives.

Development of a balanced scorecard for flight line maintenance activities

Purpose – The purpose of this paper is to describe the development of a balanced scorecard (BSC) for flight line maintenance (MX) activities in the US Air Force. Design/methodology/approach – The BSC development process consists of three stages: groundwork, design beginning with structuring of organizational strategic elements through performance measure identification and construction of the BSC framework, and finalization for continuous improvement. Findings – Based on logistics expert responses the authors validated a case BSC for flight line MX activities within an aircraft maintenance unit. Validation was done with respect to perspective measures including mission, influencing factors, management, and information enhancement. Originality/value – BSC development through identification of mission critical performance measures should improve performance of aircraft scheduling and achievement of mission objectives. Guidelines were used to develop a case validated by Air Force logistics personnel.