Innovation &amp; Performance Measurement: An Adapted Balanced Scorecard

Spanó, Rosanna; Sarto, Fabrizia; Caldarelli, Adele; Viganò, Riccardo

doi:10.5539/ijbm.v11n6p194

Cited by 9 publications

(15 citation statements)

References 48 publications

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“…Ability to introduce new products/services [80], [94], [12], [45], [95] Innovation, Learning and Growth Perspective (UR). [80], [94], [12], [95], [37] Source: The author, review, and classification of the data on indicators found in the papers in the references.…”

Section: Internal Businessmentioning

confidence: 99%

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The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

Dudić

ml.

et al. 2020

Sustainability

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By using the balanced scorecard model, a company is able to identify its advantages, as well as its deficiencies, and thus improve its business. The introduction of innovations and the implementation of innovative activities in companies are key for gaining a competitive advantage.There is no ideal model that would measure the non-financial, non-tangible perspectives of a company (such as customer perspective, the perspective of research and innovation, and the perspective of internal processes). The main goal of this paper is researching the applicability of the balanced scorecard model in small-and medium-sized companies as the basis for a model for assessing innovative activities in the Republic of Slovakia and the Republic of Serbia. First, a hypothetical model was created based on theoretical data from world scientific articles. Then, the structural equation model (SEM model) was created, based on the conducted research in 223 companies and the obtained results.

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Section: Internal Businessmentioning

confidence: 99%

“…They also propose the introduction of new metrics, intending to adapt and apply them to different sectors. Better communication, more measurements, and more assessments contribute to better corporate governance [37].…”

Section: Introductionmentioning

confidence: 99%

The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

Dudić

ml.

et al. 2020

Sustainability

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“…Numerous innovation objectives may be set, and performance measurement methods may build on the data provided by management control systems (see Spano et al, 2016;Tervala et al, 2017). However, it is the concept of innovation efficiency understood as "more innovation outputs with respect to the inputs" (Roth, 2015 p. 281) that seems to allow the comprehensive evaluation of innovation success (Arundel, Kemp, 2009).…”

Section: Decision-making Quality and Innovation Process Efficiencymentioning

confidence: 99%

Management Control Systems and Innovation Process Efficiency. A Conceptual Model

Szutowski

2019

Folia Oeconomica Stetinensia

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Research background: There seem to be a research gap concerning the relation between management control and innovation. Previous research in the field has generated inconclusive findings. Purpose: The purpose of the present study was to create a conceptual model representing the relation between management control and innovation. Research methodology: The study relied on a systematic literature review. The initial search yielded 269 papers, which were later analysed and reduced to select those with a substantial contribution to the purpose of the study. Next, the meta-synthesis method was employed to create a thematic map and extract information from the papers. Results: The formulated conceptual model indirectly links management control systems to innovation process efficiency through decision-making quality. Furthermore, it connects management control systems indirectly to decision-making quality, through the transactive memory system (specialisation, building credibility and coordination) and shared interpretation schemes. The link between decision-making quality and innovation process efficiency is introduced and based on the concept of an innovation process. Novelty: The paper fills in the missing link between management control and innovation by introducing decision-making quality into this context.

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“…From this perspective, appropriate managerial tools for innovation capacity and performances are vital to innovative organizations working in RD&I networks, mainly because they can ease information flows among the various actors involved (Spanò et al, 2016;Franco-Santos and Bourne, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…To measure and evaluate the innovation capacity and performance at the organization level, the BSC approach can be considered a proper measurement and managerial framework, but only if there is a reasonable attempt to adapt the original framework. The required methodological adjustments refer mainly to the insertion of strategic innovation goals, key indicators, and metrics associated with them within each of the BSC perspectives (Gama et al, 2007;Spanò et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Measuring the Innovation Capacity and Performance of Organizations: A Balanced Scorecard Approach Combined With Analytic Network Process

ROCHA¹

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This dissertation is the milestone that ends a mission …and that opens the door to many others. We started this mission in 2019, and we are closing now in 2021. I say we (in the plural!) because I did not arrive, and I would never arrive here alone! And to those who were with me in body or spirit, those who brought me here, I thank you immensely... First of all my little black girls, my wife Amanda and my daughters Laura and Gabriela, because they are the ones that provide me with the happiness and daily joy that sustains me, that inspire me to grow. I thank you for your patience for the hours that I needed to study and couldn't walk away or play. Ubuntu! My teacher, advisor and partner Prof. Fatima Ludovico for sharing with me her strength, knowledge and determination to fulfill this mission. With her willingness to learn and to teach, she pushes us to be better and never give up. Gratitude! To my friends and companions, Jéssica, Felippe and Ana Carolina, for all the support, encouragement in the work and studies and early mornings on this journey. You were very important! To my people from SóDúdú Bola for bringing me my roots and never allowing me to forget our equals, who I am! Axe! To Jordão Energia and my co-workers

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Innovation & Performance Measurement: An Adapted Balanced Scorecard

Cited by 9 publications

References 48 publications

The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

Management Control Systems and Innovation Process Efficiency. A Conceptual Model

Measuring the Innovation Capacity and Performance of Organizations: A Balanced Scorecard Approach Combined With Analytic Network Process

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