Implementing the balanced scorecard: its effect on the job environment

Molina, Miguel Ángel; Florencio, Beatriz Palacios; González, José Manuel Hurtado; González, José Luís Galán

doi:10.1080/14783363.2014.954364

Cited by 2 publications

(2 citation statements)

References 31 publications

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“…They argue and show that organisations can integrate successfully quality management and PMS/BSC. Molina, Florencio, Hurtado González, and Galán González (2014) implement BSC to improve organisational performance. Researchers indicate that implementing the BSC improves employee commitment, the organisational climate, job satisfaction and job dedication.…”

Section: Discussionmentioning

confidence: 99%

Key performance indicators measurement in service business: a fuzzy VIKOR approach

Sofiyabadi

Kolahi

Valmohammadi

2015

Total Quality Management & Business Excellence

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This study attempts, through focusing on the concept of strategic control and by using fuzzy VIsekriterijumska Optimizacija i KOmpromisno Resenje (VIKOR) technique, to measure the importance and priority of key performance indicators (KPIs) in a successful service business of LG 'Goldiran Customer Service Company'. Based on the balanced score card, the KPIs in the four perspectives were determined and, by employing fuzzy multiple criteria decision-making (FMCDM) techniques, a systematic approach to help managers in strategic control was developed. The KPIs have been selected and used solely on the basis of LG's strategy and requirements. The survey company is among the best practice firms in the Middle East region. Therefore, the proposed hybrid systematic approach could be used as a suitable base for the development of strategic control by other companies. The obtained result from the experts' views reveal that on time and high-quality services to customer and human capital development are the most important KPIs for the implementation of strategic control in Goldiran Customer Service Company. Therefore, it could be concluded that the survey company should pay special attention to the control of the customer, and learning and growth perspectives.

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Section: Discussionmentioning

confidence: 99%

Key performance indicators measurement in service business: a fuzzy VIKOR approach

Sofiyabadi

Kolahi

Valmohammadi

2015

Total Quality Management & Business Excellence

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“…This study is replete with past studies on BSC implementation and its impact on organization's performance (e.g. Kaplan and Norton 1992;Crabtree and DeBusk, 2008;Davis andAlbright, 2004: Lubis, Torong, andMuda, 2016;Martello, Watson, and Fischer, 2016;de la Mano, and Creaser, 2016;Calderon Molina, Palacios Florencio, Hurtado Gonzalez, and Galan Gonzalez, 2016;Hu, Leopold-Wildburger, and Strohhecker, 2017;Gamal, and Soemantri, 2017;Singh, and Arora, 2018;Osewe, Gachunga, Senaji, and Odhiambo, 2018). According to Zolfani and Ghadikolaei (2013) the theory of Balanced Scorecard (BSC) was propounded by "David Norton, the CEO of Nolan Norton Institute, and Robert Kaplan, a professor at Harvard University" (Kaplan, Norton 1992).…”

Section: Literature Review 31 Balance Scorecardmentioning

confidence: 99%

The Implementation of Balance Scorecard and Its Impact on Performance: Case of Universiti Utara Malaysia

Anuforo

Ayoup

Mustapha

et al. 2019

ijafr

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The intensity of competition among contemporary Higher Education Institution (HEIs) has led to many of such institutions to focus more on how to provide high quality education so as to attain a suitable position in the university world ranking by adopting a suitable performance management. This study aims to demonstrate how UUM implement and uses the BSC to enhance and improve its strategic plans by addressing the issues facing its strategic management process. This study employed a qualitative case study approach. Data were collected using interview and reviewing the university quarterly and annual reports, organizational structure and the university’s webpage as well as its news bulletins. Data were analyzed qualitatively using thematic analysis. Consistent with Kaplan and Norton BSC model in public sector, findings indicates that the case institution implements the BSC ideology by adapting the concept such that it reflects the unique contextual needs of UUM. This study found that in implementing the BSC project, the university staff’s buy-in, top management commitment, organizational culture and communication strategy has significant effects on the case institution’s performance. Also, findings revealed that the implementation of BSC ideology in UUM has a significant impact on its performance in that it helps in improving the case institution’s overall university rankings. The implication of BSC implementation in UUM is that it helps the university management to monitor its performance with regard to its 2016-2020 phase II strategy plans. Future study should consider more institution that implements BSC so as to get more detail results that may be generalized.

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Implementing the balanced scorecard: its effect on the job environment

Cited by 2 publications

References 31 publications

Key performance indicators measurement in service business: a fuzzy VIKOR approach

Key performance indicators measurement in service business: a fuzzy VIKOR approach

The Implementation of Balance Scorecard and Its Impact on Performance: Case of Universiti Utara Malaysia

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