BSC and long-term deployment: an actors' perspective

Bescos, Pierre-Laurent; Deville, Aude; Foulquier, Philippe

doi:10.1108/jaar-01-2019-0017

“…The organization's measurement system strongly affects the behaviour of managers and employees (Kaplan & Norton, 1992;Kaplan & Norton, 2001). The balanced scorecard is considered a non-human actor that influences human actors and brings specific benefits from long-term use because of the different roles this tool plays (Bescos, Deville, & Foulquier, 2020). Despite the likely technical hurdles and difficulties associated with implementing the balanced scorecard, human resource management is not the least of the issues explaining the success of the balanced scorecard approach (Bouamama, Basly, & Zian, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Contingency Factors on the Balanced Scorecard Adoption: Evidence from Algeria

Bouchetara

¹

,

Amrani

²

,

Zerouti

³

et al. 2021

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0

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This article aims to analyse the existence of significant relationships between some contingency factors and the degree of adoption of the balanced scorecard. A quantitative study, based on a survey, is conducted among 186 individuals, belonging to different Algerian enterprises, from different sectors. Only 57 responses were obtained, that 43 were complete and usable. Otherwise, we obtained a response rate of 23.12%. The results indicate that only three contingency factors (age, differentiation strategy and competition intensity) are found to be significantly associated with the degree of use of the balanced scorecard indicators. Thus, we conclude that the adoption of the balanced scorecard increases with the rivalry of firms in the markets, with the degree of diversity of their products/services and that older and more mature firm are more likely to use this tool. Despite this study’s limitations, the main findings have potential implications for future research, particularly for researchers wishing to test the diversity in the use of the balanced scorecard across different industries and to explore its advantages and disadvantages. Our model is limited by its exclusion of the effects of other important contingency factors, such as organisational culture, corporate social responsibility, industry, computerisation and others. However, limiting ourselves to a one country allows us to control for the effects of local management practices. We provide evidence of associations rather than drawing conclusions about causality. Another limitation is due to the low representativeness of the sample which may generate a risk of bias.

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“…Through the balanced scorecard (BSC), Kaplan and Norton (2001) highlighted the multidimensional nature of performance indicators that transcend financial considerations. The BSC approach is one of the most popular performance management tools used globally (Rigby and Bilodeau, 2017) and provides various long-term benefits (Bescos et al, 2020). The BSC's popularity as a performance management tool, particularly for NPOs, results from its approach to balancing financial and non-financial performance metrics.…”

Section: Introductionmentioning

confidence: 99%

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders’ perspective

Moores¹,

Sayed²,

Lento³

et al. 2023

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Purpose This study expands the performance management literature by developing a strategy map and balanced scorecard (BSC) for a large performing arts theater (PAT). Design/methodology/approach First, interviews with significant stakeholders identify key success factors (KSFs). Next, a survey is administered, and a structural model is employed to determine the importance of each KSF and their interdependent causal relationships within the PAT. Each KSF's controllability and room for improvement are also measured to facilitate implementation strategies. Findings The results reveal that the Financial Perspective plays a critical role in the PAT's success, while significant changes can be enacted by focusing on the Internal Processes Perspective. Regarding the individual KSF, the following emerge as the most critical: excellent reputation, attendance growth, increasing sponsorship and donation, and supporting the local arts community; however, PAT managers will have to be creative to enact change through these KSF as some are difficult to control or have little perceived room for improvement. Research limitations/implications The data were collected prior to, or at the beginning of the coronavirus disease 2019 (COVID-19) pandemic. Post-pandemic priorities for the organization may have changed. Practical implications By highlighting the relationships between different KSFs, this study provides PAT managers with a frame of reference for developing their BSC and performance metrics. It also offers PAT's managers a structured and adaptable approach for prioritizing their strategic choices and developing implementation plans for improved outcomes. Originality/value This study exemplifies the need for applied BSC studies in various sectors, including nonprofit organizations. Specifically, this study extends the performance management literature by providing an example of a large PAT's performance measures, the inter-relationships among KSF and the resulting strategy map. The results are significant because arts management is a unique discipline based upon a specific body of knowledge (Weinstein and Bukovinsky, 2009).

show abstract

“…Through the balanced scorecard (BSC), Kaplan and Norton (2001) highlighted the multidimensional nature of performance indicators that transcend financial considerations. The BSC approach is one of the most popular performance management tools used globally (Rigby and Bilodeau, 2017) and provides various long-term benefits (Bescos et al, 2020). The BSC's popularity as a performance management tool, particularly for NPOs, results from its approach to balancing financial and non-financial performance metrics.…”

Section: Introductionmentioning

confidence: 99%

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders’ perspective

Moores¹,

Sayed²,

Lento³

et al. 2023

Preprint

0

View full text Add to dashboard Cite

Purpose This study expands the performance management literature by developing a strategy map and balanced scorecard (BSC) for a large performing arts theater (PAT). Design/methodology/approach First, interviews with significant stakeholders identify key success factors (KSFs). Next, a survey is administered, and a structural model is employed to determine the importance of each KSF and their interdependent causal relationships within the PAT. Each KSF's controllability and room for improvement are also measured to facilitate implementation strategies. Findings The results reveal that the Financial Perspective plays a critical role in the PAT's success, while significant changes can be enacted by focusing on the Internal Processes Perspective. Regarding the individual KSF, the following emerge as the most critical: excellent reputation, attendance growth, increasing sponsorship and donation, and supporting the local arts community; however, PAT managers will have to be creative to enact change through these KSF as some are difficult to control or have little perceived room for improvement. Research limitations/implications The data were collected prior to, or at the beginning of the coronavirus disease 2019 (COVID-19) pandemic. Post-pandemic priorities for the organization may have changed. Practical implications By highlighting the relationships between different KSFs, this study provides PAT managers with a frame of reference for developing their BSC and performance metrics. It also offers PAT's managers a structured and adaptable approach for prioritizing their strategic choices and developing implementation plans for improved outcomes. Originality/value This study exemplifies the need for applied BSC studies in various sectors, including nonprofit organizations. Specifically, this study extends the performance management literature by providing an example of a large PAT's performance measures, the inter-relationships among KSF and the resulting strategy map. The results are significant because arts management is a unique discipline based upon a specific body of knowledge (Weinstein and Bukovinsky, 2009).

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BSC and long-term deployment: an actors' perspective

Cited by 4 publications

References 29 publications

The Impact of Contingency Factors on the Balanced Scorecard Adoption: Evidence from Algeria

The Impact of Contingency Factors on the Balanced Scorecard Adoption: Evidence from Algeria

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders’ perspective

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders’ perspective

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