Performance measurement using balanced scorecard: A case study of pipe industry

Danaei, Abolfazl; Hosseini, Amer

doi:10.5267/j.msl.2013.04.004

Cited by 10 publications

(11 citation statements)

References 11 publications

(10 reference statements)

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“…The study mentions how Kaplan and Norton devised a tool, the BSC, "to connect performance measures and perspectives of the business strategic vision; financial, customer, internal processes and learning and growth." The same notion is emphasised in the research by Danaeia and Hosseinib (2013). Business in the 21st century is focused on ensuring firms in addition to making profits also make effort to care for their consumers and the environment.…”

Section: Betamentioning

confidence: 96%

“…As emphasised by Danaeia, and Hosseinib, (2013), the most widely used tool for measuring performance is the balance scorecard (BSC) because of its capabilities of utilising both financial and non financial information to evaluate organisational performance effectively and more complete. The balance scorecard compliments financial data with internal processes, operational measure of customer satisfaction, improvement and innovation activities.…”

Section: Manufacturing Performancementioning

confidence: 99%

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Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Kirangu¹

2018

theijbm

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The dissertation aimed to identify the strategic planning dimensions that have an impact on the performance of manufacturing companies in Kenya. The dissertation also aimed to support the fact that there exists a relationship between strategic planning and manufacturing performance by evaluating the five strategic planning dimensions of planning formality, functional coverage, internal and external orientation, centralisation process and planning benefits with manufacturing performance unlike in previous studies where strategic planning was addressed as a whole. Quantitative research via a web-based survey was conducted to get responses from different manufacturing companies in Kenya to gather evidence that these five dimensions do impact on performance and evaluate their responses using different appropriate methods. The results of the study found that the five strategic planning dimensions have an impact on performance though the study could be limited due to a lacking reliable representative of the entire sector as the response rate was very low. The study was able to show that the managers are keen on the following components that have a direct impact on the decisions made by management and which stem from the five strategic planning dimensions under study. These components are; a regular monitoring of the business environment which changes regularly, the push for a participative planning process which allows the empowerment of employees and therefore prepare them for new challenges and developments within the organisation, a consistent planning process and documentation of the strategic plans which are useful for reference purposes. The limitations sited in the study necessitate a more comprehensive study of the manufacturing sector in Kenya in future to gather more reliable results. There is need for the Kenyan population to be sensitised on the need to take surveys as it's the only best and reliable means to gather information for future use. In today's business world, an organisation requires striving to remain competitive and this can be achieved through embracing new ways of doing business. The 'triple bottom line' is rapidly gaining recognition as a framework for measuring business performance. In this concept an organisation not only focuses on the single bottom line of profits but also the social and environmental aspect of doing business. In the open ended questions, managers in Kenya listed a number of indicators of performance that could be used to support this concept and its impact on manufacturing performance. The manager listed the following as indicators of measuring performance; staff training, ability to respond to changing environment, employee benefits, outcome of policies, staff and customer satisfaction, safety and morale and staff engagement. From these responses, one is able to appreciate the effort from manufacturing companies in Kenya in embracing new developments in the current business world.

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Section: Betamentioning

confidence: 96%

Section: Manufacturing Performancementioning

confidence: 99%

Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Kirangu¹

2018

theijbm

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“…Mozaffari et al (2012) performed a BSC method to measure the performance of a university based organization based on an adaptation of fuzzy numbers for handling the existing uncertainty on the numbers. Danaei and Hosseini (2013) investigated the existing strategic objectives in the strategy map of a pipe company located in city of Shiraz, Iran and designed a questionnaire and distributed it among 31 managers, 94 regular employees and 110 customers of this firm for the fiscal year ended 2011. The results of their study indicated that the firm could reach 41.4% of its financial objectives, 87.38% of its customers' requirements, 66.13% of internal processes and 70.94% of its learning necessities according to four major BSC requirements.…”

Section: Introductionmentioning

confidence: 99%

Strategic planning and performance measurement using balanced scorecard: A case study of Iran Kaolin and Barite company

Danaei¹,

Omidifard²

2013

10.5267

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This paper presents an empirical investigation to measure the performance of a mining firm in province of Semnan, Iran based on balanced scorecard (BSC). The proposed study investigates the present status of the case study in terms of four BSC perspectives including internal process, learning and growth, customer and financial figures. The firm uses BSC for one year and after that, we compared the performance of the firm prior and after BSC implementation. The preliminary results indicate that the firm was able to make a 30% improvement on its performance after one-year implementation of BSC. In other words, the firm was able to make 59% improvement on learning and growth, 33% growth on internal process, 32% growth on customer and 21% improvement on financial figures.

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“…They reported that learning and development was number one priority with relative importance of 0.491, followed by customer with relative importance of 0.293, internal process with relative importance of 0.173 and financial affairs comes at last with relative weight of 0.043. Danaei and Hosseini (2013) studied the existing strategic objectives in the strategy map of a pipe company located in city of Shiraz, Iran and reported that the firm could reach 41.4% of its financial objectives, 87.38% of its customers' requirements, 66.13% of internal processes and 70.94% of its learning necessities according to four major BSC requirements. Nemati et al (2013) presented a technique to learn the effect of knowledge management (KM) practices on organizational performance.…”

Section: Introductionmentioning

confidence: 99%

Ranking critical success factor in chaos management using BSC and AHP method

Asil¹,

Shahraki²,

Shahgholian³

2013

10.5267

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Managing an organization under chaos and uncertainty is often a concern of academic society. These days, we may face unpleasant natural, economical or even political incidents where mangers need to handle them, properly. This paper presents an empirical survey to investigate on an electromotor maker when it faces different chaos. The proposed study uses balanced scorecard in terms of four different perspectives including internal process, learning and growth, customer and financial performances. For each perspective, the proposed study uses analytical hierarchy process to rank different sub-criteria. Based on the results of our survey profit margin is the most important item followed by profit capability and brand name while productivity and sales force performance were the least important items.

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Performance measurement using balanced scorecard: A case study of pipe industry

Cited by 10 publications

References 11 publications

Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Strategic Planning and Its Impact on Performance in the Manufacturing Sector in Kenya

Strategic planning and performance measurement using balanced scorecard: A case study of Iran Kaolin and Barite company

Ranking critical success factor in chaos management using BSC and AHP method

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