Holistic scorecard: strategic performance measurement and management in the software industry

Abstract

Purpose -Though a few critics have questioned the effectiveness of the balanced-scorecard approach in measuring business performance this approach has taken the academic and business community by storm. However, the approach proposed by Kaplan and Norton is not all-encompassing as they have overlooked certain critical perspectives in their scorecard. The purpose of present study is to make a small, yet significant stride, to fill this lacuna.Design/methodology/approach -The present work presents such issues and proposes a conceptual, theoretical framework, called holistic scorecard, for managing performance in the software industry. At the crux of the scorecard are six perspectives that portray a ubiquitous approach for strategic performance management.Findings -Six perspectives, as well as critical success factors and key performance indicators, are provided. The relevance of these perspectives, especially from the software industry viewpoint, has been authenticated. With respect to each perspective, measures have been proposed that efficiently and effectively address the vital facets of an organisation's business excellence at both the macro and micro levels.Practical implications -Provides an integrated scorecard for measuring and managing business performance. Originality/value -The successful diffusion of performance enhancement measures and initiatives throughout the organization is necessary to achieve world-class competitiveness. The proposed framework aspires to provide a basis for achieving this.

The Role Of Supervisor Support In Predicting Employee Job Satisfaction From Their Perception Of The Performance Management System: A Test Of Competing Models In Engineering Environments

“…This means that SS is not the only reason that employees feel satisfied with their jobs and their company, based on their positive evaluation of the implemented PMS. There may be other causes, such as political or social image [7], that can be added into the theoretical framework for further investigation.…”

“…Human resource issues are important in technology-driven industries because it is the human resource that makes the technology productive [7]. Therefore, performance management systems (PMS), as part of human resources management, is considered in this study to be important in technologydriven firms to reduce uncertainties and risks that may arise when employees interact with these complex technologies.…”

“…Therefore, performance management systems (PMS), as part of human resources management, is considered in this study to be important in technologydriven firms to reduce uncertainties and risks that may arise when employees interact with these complex technologies. Moreover, it is suggested that performance management systems in technology-driven industries need to incorporate employee perspectives such as satisfaction and commitment [7]. Studies exploring the relationship between the PMS system and employees' perceptions were performed in organisations with less complex technologies, such as libraries [5] and the government [8].…”

A Theoretical Study of Performance Measures in the Strategic and Corporate Entrepreneurships of Firms

“…The reliance on financial measures alone for firm performance cannot be used to address the many strategic and dynamic nature of the firm environment (Ahn, 2001). Therefore, the focus should be on a wide perspective of the firm's stakeholders (Sureshchandar and Leisten, 2005). Firms now place less emphasis on the use of financial measures alone i.e.…”

Strategic Performance Management and creative industry

“…The BSC seems to be one of the first SPM methods that really succeeds in translating mission and strategy into financial (lagging indicators) and non-financial indicators (leading indicators) that can lead to action (Waal and Counet, 2006). As mentioned, BSC adopts four main angles to get a balanced overview of the organization's performance and to check whether the organization's strategy execution is still on the right track (Kaplan and Norton, 1996a;Zairi, 1992;Sureshchandar and Leisten, 2005) as depicted by Figure 1.…”