Balanced Scorecard: A Tool for Measuring Competitive Advantage of Ports with Focus on Container Terminals

Divandri, Ali; Yousefi, Homayoun

doi:10.7763/ijtef.2011.v2.151

Cited by 12 publications

(7 citation statements)

References 22 publications

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“…A core competence is a capability or skill that a firm emphasizes and excels in doing while in pursuit of its overall mission [12]. Core competence to be a important determinant of competitive advantage [18].…”

Section: B Resource Based Value (Rbv)mentioning

confidence: 99%

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IT value implementation at microfinance sector

Bakhrun

Suhardi

Ramadani

2014

2014 International Conference on Information Technology Systems and Innovation (ICITSI)

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Microfinance as a financial institution to fight poverty in rural areas faces challenges to reduce operating costs and to increase effectiveness of their business activities.Information Technology (IT) has emerged as a powerful tool to improve efficiency and effectiveness of business operations, making it viable for the microfinance sector to expand into the rural and low-income area. IT Value implementation became the important concern for the microfinance sector to improve their organizational performance in order to gain competitive advantage. Implementation of the IT value should always be evaluated and continuously improved its performance to ensure the IT application can result in the expected value, control, and aligned with the organization's strategy to get an edge competence that focuses on achieving the business objectives of the organization. This paper tries to explain IT value implementation in the microfinance sector using Enterprise Architecture then performance evaluation using the approach of financial ratios with study case in BPRSC.

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Section: B Resource Based Value (Rbv)mentioning

confidence: 99%

“…RBV is a method of analyzing and identifying the strategic advantages of a organization based on the examination of different combination of assets, skills, capabilities, and intangible as organization [12]. The basic argument of RBV is that the resource it owns determine competitive advantage [13].…”

Section: B Resource Based Value (Rbv)mentioning

confidence: 99%

IT value implementation at microfinance sector

Bakhrun

Suhardi

Ramadani

2014

2014 International Conference on Information Technology Systems and Innovation (ICITSI)

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“…In order to account for the importance of qualitative variables to company performance, tools such as "The Tableau de Bord" (Daum, 2005) and "The Balance Scorecard" (Kaplan & Norton, 1996) have been developed. These tools look to measure both qualitative and quantitative variables simultaneously to assess the overall strategic performance of the organization (Divandri &Yousefi, 2011). Such tools are critical to success as highlighted by Watkins (2003) study of non-financial measures to assess financial performance, in which she suggested that non-financial measures might be more telling than traditional financial measures including output, efficiency and productivity.…”

Section: Introductionmentioning

confidence: 99%

Using Financial Ratios and Managing Financial Risks in Investing in “Grey” Zone Companies: Evidence from Malaysia

Yap

Clayton

Mohamed

2014

IJFAS

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Most studies on company financial performance have mainly focused on either the successful companies or companies that are already in financial distress. However, there is a large group of companies that are in between, that is they are average performers and can be described as belonging to the "grey" zone. The purpose of this study is to analyze the companies in the "grey" zone to identify those that are likely to go into financial distress over time and those that may progress into the good financial performing category. Utilizing 3 key financial ratios, 90 Malaysian publicly listed companies in the manufacturing sector were initially classified into 3 clusters using" Cluster Analysis" over the period 2006-2010. The classification accuracy in each year is then tested by applying Multiple Discriminant Analysis (MDA). Interestingly, a classification accuracy of more than 90% was obtained for each of the 5 years. The companies in the "grey" zone in the years 2006 and 2010 were further cluster analysed into the below average and into the above average clusters. Out of the 63 companies that were found to be in the "grey" zone in the 2 years under review, 31 companies or 50% improved their position, 18 companies or 28% declined with 14 companies or 22% remaining stagnant. Of special interest would be 5 companies that moved up 3 clusters from poor to good performers and 21 companies that moved up 2 clusters from poor to above average performers. Of concern would be 17 companies that move down one cluster and 1 company dramatically collapsing two clusters downward. A key finding of the study is that by appropriately utilizing financial ratios, investor risk can be minimized. In addition it enhances credit evaluation, stock market value and investment potential.

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“…The key systematic approach includes focusing on the strategic objectives of the organisation and selecting a small number of data items to assess. These data items include a combination of financial data and non-financial data (Divandari and Yousefi, 2011).…”

Section: The Governmentmentioning

confidence: 99%

“…Divandari and Yousefi (2011) proposed another means for the objective and realistic measurement of competitive advantage through the use of the Balanced Scorecard tool, represented by a structured report that can be used for tracking the execution of activities within the organisation. The key systematic approach includes focusing on the strategic objectives of the organisation and selecting a small number of data items to assess.…”

Section: The Governmentmentioning

confidence: 99%

Development of a triple bottom line stakeholder satisfaction model

Amarah

Langston

2017

JCRE

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Sustainable development is a goal of modern society, and to a large extent it is governed by the actions of business organisations in trying to improve value to their stakeholders. Enlightened businesses know that 'stakeholder' does not equal 'shareholder', and there is more to value than financial returns and profits. Social and environmental value is also important. Using a triple bottom line philosophy, it is possible to strike an effective balance between economic, social and environmental objectives to release outcomes that are sustainable in the wider sense. To date, the quantification of these outcomes as a single decision metric has been problematic, given there is no common unit to integrate performance.This thesis combines a review of underpinning literature on the relationship between sustainable development and stakeholder satisfaction with an explanation of quantification models and a detailed case study of a stakeholder-driver approach to the procurement of sustainable built infrastructure for Energex in Brisbane.Using grounded theory, a conceptual framework is developed from these sources to not only integrate the various stakeholder perspectives of sustainability success, but to also measure this success in an objective way. The framework is a six-point star rating scheme to assess stakeholder satisfaction in terms of economic, social and environmental criteria to measure organisational decision-making performance. This framework is validated by an expert panel using focus group discussion and together with subsequent analysis a number of improvements are recommended.The refined framework reflects a stakeholder satisfaction model (SSM) that has commercialisation potential. It is found that the SSM can be used to assess the sustainable procurement of built infrastructure, such as a high performance green building, with four of the six stakeholder groups considered as generic and iv applicable to any sustainability initiative. The remaining two groups (namely "staff" and "environment") will need a modified assessment strategy for non-built environment initiatives.This research makes a contribution to knowledge through presentation of a model, grounded in practice, that can assess the economic, social and environmental performance of organisational decision-making from a stakeholder satisfaction perspective. It is acknowledged that there are a number of metrics that can be used to assess the star rating of each stakeholder group, although the ones chosen in this research are drawn from existing tools developed and validated by others. The final stage, which is beyond the scope of this thesis, is to commercialise the SSM in the construction and property industry in Australia.[401 words] v

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Balanced Scorecard: A Tool for Measuring Competitive Advantage of Ports with Focus on Container Terminals

Cited by 12 publications

References 22 publications

IT value implementation at microfinance sector

IT value implementation at microfinance sector

Using Financial Ratios and Managing Financial Risks in Investing in “Grey” Zone Companies: Evidence from Malaysia

Development of a triple bottom line stakeholder satisfaction model

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