Analysis of Balance Scorecards Model Performance and Perspective Strategy Synergized by SEM

Abstract

The performance assessment analysis after the economic crisis by using Balanced Scorecard (BSC) method becomes a powerful and effective tool and can provide an integrated view of the performance of an organization. This strategy led to the Indonesian economy being stretched positively after the economic crisis. Taking effective decisions is not spared from combining four BSC perspectives and strategies that focus on a system with different behavior or steps. This paper combines two methods of BSC with structural equation modeling (SEM)) because they have the same concept, which is a causal relationship, where the research model concept SEM variables use BSC variable. The purpose of this paper is to investigate the influence of variables that synergized between balanced scorecard with SEM as a means of strategic planning in the future. This study used primary data with a large enough sample to meet the maximum likelihood estimation by assessment scale of seven semantic points. This research model is a combination of one and two step models. The next step is to test the measurement model, structural equation modeling, and modification models. The test results indicated that the model has multi colinearities. Therefore, the model is converted into one step model. The test results after being modified into a model of the goodness of fit indices showed a good score. All BSC variables have direct significant influence, including the perspective of strategic goals and sustainable competitive advantage. The implication of the simulation model of goodness of fit-modification results are DF = 227, Chi-square =276.550, P =0.058, CMIN/DF = 1.150, GFI = 0.831, AGFI = 0.791, CFI = 0.972, TLI = 0.965 and RMSEA = 0.039.

Managerial Perceptions on Internal Business Process Perspective in Commercial Banks of Nepal

“…Cycle time, quality efficiency, productivity, and after-sales support are mechanisms for evaluating measures. Waluyo et al (2015) also reported some measures of the internal business process of the BSC approach like innovation process, operational process, after-sale service process, ease of payment process, satisfying market segment through product or service, a high-level taste of art worker, fast response on art technology. However, based on different literature sources, this paper applied 10 items such as service cycle duration, distribution reach, new product/ service, number of training hours, identification of customer needs, comprehensive innovation process, operation process, post-sales service, satisfy customer needs, and process delivery as the key measures to present the managerial perceptions on the internal business perspective of commercial banks of Nepal.…”

Penerapan Prinsip Good Corporate Governance pada Kinerja Berbasis Balanced Scorecard di LPD Kabupaten Badung

“…Akuntabilitas tadalah tkejelasan dari fungsi, struktur, sistem, pelaksanaan, dan pertanggung jawaban sehingga perusahaan dapat dikelola secara efektif. Oleh sebab itu perusahaan mesti dikelola secara benar, terukur, serta sesuai dengan kepentingan perusahaan dengan tetap mempertimbangkan kepentingan dari stakeholder (Waluyo et al, 2019).…”

The Relationship of Employee Perception About Implementation of K3 With the Use of Ppe (Personal Protection Equipment)

“…Occupational health and safety is one aspect of labor protection by applying technology controlling all aspects that potentially endanger the workers. Also, occupational health and safety can be expected to create high comfort work safety (Waluyo, Huda, Soetjipto, Sumiati, & Handoyo, 2016).…”