A Balanced Scorecard in the Company Management Strategy in Contemporary Conditions

Sizova, Darina; Sizova, Tatiana V.; Adulova, Elena S.

doi:10.1007/978-3-030-40749-0_32

Cited by 3 publications

(2 citation statements)

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“…The Balanced Scorecard is a modern strategic management tool that allows a company to evaluate how effective it is in all the activities that the company engages in (Sizova et al, 2020) and provides a complete overview of the institution with possible measures for improvement (Patricio, 2019). Using this tool, companies' operational performance can be evaluated and measured (Tuan, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Untitled

2024

JOBS journal

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Research background: Companies are under considerable pressure to continuously improve their performance in today's highly competitive business world. KPIs have evolved as indispensable tool for assessing and measuring the performance of businesses against strategic objectives. Purpose of the article: The aim of this study is to present the current use of Balanced Scorecard systems and related KPIs in the implementation of the strategic management system in industrial companies in the SMEs segment and introduce a system of proposals for improving their performance, value, and competitiveness in the long term. Methods:The research methodology in the first phase was based on an examination of the available scientific and professional sources in this area. Used sources were selected taking into account the time range of the data up to a maximum of 7 years and in relation to the chosen research topic and objective. The main techniques used were survey and comparative analysis. The research was conducted using a questionnaire from years 2017 to 2022. Using database of the Entrepreneur's Index portal (www.indexpodnikatela.sk), we obtained contact information of 4230 enterprises. From this sample, 290 enterprises showed an active interest and participated in the survey, representing 6.9% of the total sample of 4230 enterprises. The obtained data were analyzed and transformed into a logical form of tabular outputs. Findings & Value added:Based on the research results, we can conclude that companies with more than 20 employees use strategic management systems and have linked KPIs. We also tested and proved the hypothesis of using supporting complementary management systems significantly more often by these companies. However, our research supports our hypothesis that companies that do not use BSCs do not have statistically significantly lower economic ROE. We also did not confirm that the turnover was lower in firms that did not use BSCs. On the other hand our research has shown that better strategic management systems must be built, as there is a lack of consistency between the objectives and essential performance indicators in all aspects of the balanced scorecard.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Untitled

2024

JOBS journal

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“…La medición de los indicadores juega un papel crucial en la gestión estratégica (Lingle J H, et al, 1996) ya que nos permite observar claramente las debilidades como un alto costo de operación, problemas logísticos, entre otros (Tkacheva et al, 2015). Pocos ejecutivos estuvieron en desacuerdo con la propuesta de que un buen sistema de medición es una 29 herramienta de gestión importante y reconocieron que les facilitó observar la empresa desde una perspectiva panorámica integrando factores internos y externos (Quezada et al, 2019) y promoviendo una comunicación más fluida (Sizova et al, 2020). De igual manera, reconocen que la mayoría de gerentes y jefes conocen sus objetivos e indicadores (Kowal, 2017), pero no logran desarrollar e implementar estrategias y acciones orientadas al logro.…”

Section: Estado Del Arteunclassified

Aplicación de la gestión estratégica para la mejora de procesos en el ciclo de minado mediante la metodología del cuadro de mando integral en CIA Minera Casma

Olarte Boza,

Tito Arias

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Las pequeñas y medianas empresas (PYMES) del sector minero tienen ciertas particularidades debido a su complejidad y la falta de los procesos de gestión necesarios para obtener el mejor desempeño en su actividad principal. Sin embargo, estas actividades de gestión son fundamentales para desarrollar estrategias efectivas y lograr el cumplimiento de los objetivos. Debido al entorno empresarial actual, es necesario responder con flexibilidad y efectividad en todo momento a fin de lograr una ventaja competitiva en el mercado. Por lo tanto, el objetivo de este estudio es aplicar la Gestión Estratégica mediante la metodología del Cuadro de mando Integral (Balanced Scorecard) para desarrollar objetivos, indicadores clave de desempeño (KPI), estrategias y acciones que tengan alineación con misión y visión de la organización para solucionar los principales problemas operativos durante el ciclo de minado de CIA MINERA CASMA. Además, la aplicación de esta metodología permite el uso de los KPI desde el punto de vista de la perspectiva financiera, aprendizaje y desarrollo, del cliente y procesos internos, siendo esta última la que abarca los problemas operativos del ciclo de minado en mina. Con la metodología propuesta se alcanzó aumentar los siguientes indicadores: ley de cabeza, tonelaje enviado, % de órdenes de trabajo cumplidas por día, tonelaje explotado, número de capacitaciones, nivel de desempeño, número de capacitaciones en un 17.9%, 2.5%, 10%, 19.8%, 100%, 23.7%, 100% respectivamente. Por otro lado, se logró disminuir los siguientes indicadores: tiempo promedio de atención de OC, OC por urgencia, costo de perforación y voladura, costo de acarreo, costo de insumos en 53.8%, 64.4%, 3.9%, 4.6%, 8.1% respectivamente.

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KPIs and BSC in the SME segment. Myth or reality?

Gallo,

Kollman,

Pavlinska

et al. 2024

JOBS Journal

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Research background: Companies are under considerable pressure to continuously improve their performance in today's highly competitive business world. KPIs have evolved as indispensable tool for assessing and measuring the performance of businesses against strategic objectives. Purpose of the article: The aim of this study is to present the current use of Balanced Scorecard systems and related KPIs in the implementation of the strategic management system in industrial companies in the SMEs segment and introduce a system of proposals for improving their performance, value, and competitiveness in the long term. Methods: The research methodology in the first phase was based on an examination of the available scientific and professional sources in this area. Used sources were selected taking into account the time range of the data up to a maximum of 7 years and in relation to the chosen research topic and objective. The main techniques used were survey and comparative analysis. The research was conducted using a questionnaire from years 2017 to 2022. Using database of the Entrepreneur's Index portal (www.indexpodnikatela.sk), we obtained contact information of 4230 enterprises. From this sample, 290 enterprises showed an active interest and participated in the survey, representing 6.9% of the total sample of 4230 enterprises. The obtained data were analyzed and transformed into a logical form of tabular outputs. Findings & Value added: Based on the research results, we can conclude that companies with more than 20 employees use strategic management systems and have linked KPIs. We also tested and proved the hypothesis of using supporting complementary management systems significantly more often by these companies. However, our research supports our hypothesis that companies that do not use BSCs do not have statistically significantly lower economic ROE. We also did not confirm that the turnover was lower in firms that did not use BSCs. On the other hand our research has shown that better strategic management systems must be built, as there is a lack of consistency between the objectives and essential performance indicators in all aspects of the balanced scorecard.

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A Balanced Scorecard in the Company Management Strategy in Contemporary Conditions

Cited by 3 publications

References 2 publications

Untitled

Untitled

Aplicación de la gestión estratégica para la mejora de procesos en el ciclo de minado mediante la metodología del cuadro de mando integral en CIA Minera Casma

KPIs and BSC in the SME segment. Myth or reality?

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