Sustainable Balanced Scorecard (SBS): Integration von Nachhaltigkeitsaspekten in das BSC-Konzept

Arnold, W.; Freimann, Jürgen; Kurz, Rudi

doi:10.1007/bf03254211

Cited by 9 publications

(2 citation statements)

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“…Figge et al [24] specifically state that only strategic core aspects justify a fifth perspective. However, it should not go unmentioned at this point that Arnold et al [28] emphasize that ecological and social performance drivers are also integrated into the integrative SBSC. In contrast, when environmental and social aspects are identified as hygienic factors with minor strategic relevance, they can be more easily integrated into the four perspectives of an integrative SBSC.…”

Section: Criteria For the Selection Of A Suitable Architecturementioning

confidence: 99%

Challenges and How to Overcome Them in the Formulation and Implementation Process of a Sustainability Balanced Scorecard (SBSC)

Eifert

Julmi

2022

Sustainability

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To cope with the increasing importance of sustainability, the Sustainability Balanced Scorecard (SBSC) has been developed to support companies integrating the economic, social and environmental dimensions of sustainability into their business. However, the formulation and implementation process of an SBSC is confronted with multiple challenges that have to be dealt with. This article associates the challenges with four steps of the process in particular: (1) the conceptual integration of the three dimensions into the strategy, (2) the selection of the architecture of the SBSC, (3) the formulation of sustainable key performance indicators and the development of cause-effect chains, and (4) the implementation of the SBSC. For these steps, the article summarizes and outlines the identified challenges, discusses techniques, criteria, guidelines and success factors to overcome them and derives research gaps that need to be addressed. Hence, the article speaks to both researchers and practitioners. For researchers, the article’s contribution is to synthesize the findings of the literature and to identify research gaps. For practitioners, the article’s contribution is to provide a systematic process for companies to improve their sustainability management and performance.

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Section: Criteria For the Selection Of A Suitable Architecturementioning

confidence: 99%

Challenges and How to Overcome Them in the Formulation and Implementation Process of a Sustainability Balanced Scorecard (SBSC)

Eifert

Julmi

2022

Sustainability

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“…In addition to the four perspectives included in BSCs for profit-seeking companies – financial, customer, internal and development – another dimension, sustainability, can be added for companies that seek to address environmental issues. Therefore, the idea of a sustainable balanced scorecard (SBSC) was introduced in the literature on sustainable management (Arnold et al , 2003; Figge et al , 2002; Hahn and Wagner, 2001). These studies suggest that profit-seeking companies should try to integrate sustainable aims in their normal business and found that some companies have already introduced sustainable measurements in their strategic orientation.…”

Section: An Updated Balanced Scorecard For Companies With Citizen Participation: the Case Of German Citizen Renewable Energy Companiesmentioning

confidence: 99%

Implementation of a balanced scorecard for hybrid business models – an application for citizen renewable energy companies in Germany

Kahla

2017

IJESM

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Purpose This paper aims to introduce strategic management tools for companies with hybrid business models, for example, those with citizen participation. These models are often used of citizen renewable energy companies that have become a main pillar of the energy sector in Germany in recent years. The strategic management tools proposed here could help to achieve most of their objectives. Design/methodology/approach In the first step, a definition of hybrid businesses is derived by literature review, and the importance of strategic management in companies with citizen participation is discussed. In the next step, a new construct of a balanced scorecard (BSC) model is applied to citizen renewable energy companies by using survey data and previous studies. Findings Companies with citizen participation differ from profit-seeking companies and nonprofit organizations, and they are described by new hybrid business models. This study shows with a modification of the BSC that social or environmental aims are as important as financial ones to companies with citizen participation, which follow a double bottom line approach. Practical implications Hybrid businesses are important for the German energy sector, and strategic management tools are needed for their continued success and competitiveness. This paper can be a starting point for the management who want to implement these tools. Originality/value The paper addresses a gap in the strategic management literature on companies with citizen participation. The tools developed here can be modified for other hybrid businesses.

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Multi-Model-Approach Towards Decentralized Corporate Energy Systems

2017

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Sustainable Balanced Scorecard (SBS): Integration von Nachhaltigkeitsaspekten in das BSC-Konzept

Cited by 9 publications

References 1 publication

Challenges and How to Overcome Them in the Formulation and Implementation Process of a Sustainability Balanced Scorecard (SBSC)

Challenges and How to Overcome Them in the Formulation and Implementation Process of a Sustainability Balanced Scorecard (SBSC)

Implementation of a balanced scorecard for hybrid business models – an application for citizen renewable energy companies in Germany

Multi-Model-Approach Towards Decentralized Corporate Energy Systems

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