The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management

Chow, Chee W.; D, Ganulin; Teknika, O; Haddad, Kamal; Williamson, John

doi:10.1097/00115514-199805000-00010

Cited by 120 publications

(98 citation statements)

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“…In that study, the authors proposed a balanced scorecard model for hospitals with which they hoped to obtain a balanced view between the areas for improvement identified by the organization and those identified by patients. As Lovaglio (2011) confirms, the basic principles of a balanced scorecard model for the health sector have been adequately agreed in the scientific literature (Chow et al 1998, Zelman et al 1999, and have also been widely applied in public healthcare systems and organizations (Inamdar, Kaplan and Bower, 2002;Northcott and France, 2005). This reinforces the certainty of its feasibility and applicability for any healthcare unit.…”

Section: Results-orientationmentioning

confidence: 90%

Critical Success Factors for Quality Assurance in Healthcare Organizations

Reyes‐Alcázar¹,

Torres-Olivera²,

Núñez-García³

et al. 2012

Quality Assurance and Management

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Section: Results-orientationmentioning

confidence: 90%

Critical Success Factors for Quality Assurance in Healthcare Organizations

Reyes‐Alcázar¹,

Torres-Olivera²,

Núñez-García³

et al. 2012

Quality Assurance and Management

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“…Beyond the case studies, there have also been several conceptual proposals about how the BSC could be implemented and used, including how the BSC could be established in the healthcare industry (Chow et al, 1998), how the BSC can be used to develop a framework for the assessment of supply chain performance (Brewer and Speh, 2000) and how nonfinancial measures might be applied to the biotechnology industry (Cumby and Conrod, 2001). …”

Section: Review Of the Literaturementioning

confidence: 99%

“…The original 1992 design of the BSC was the result of a case analysis of a dozen companies (Kaplan and Norton 2001). Other research proposed BSC design and implementation frameworks with no investigation of ex post outcomes (Brewer and Speh, 2000;Chow et al, 1998;Cumby and Conrod, 2001).…”

Section: Research Propositionsmentioning

confidence: 99%

Linking the Balanced Scorecard to Organizational Shareholders’ Expectations

Caldarola¹

2016

American Journal of Economics and Business Administration

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The Balanced Scorecard (BSC) has been proposed as a nearpanacea for the strategic management ills that may beset an organization. However, the strategic implications of internal and external performance measurement have not been demonstrated as reliable either for a sample within one industry or across industries. This study proposes a new model that translates the BSC from a three-part internal and one-part external performance measurement system into a comprehensive measurement system that includes stakeholders' a priori expectations and that merges those expectations with performance measurement systems that will enable organizations to satisfy the often exclusive expectations of all stakeholders.

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“…However, after the initial introduction and the following evolution of BSC Kaplan and Norton (1996a) Supportive to the use of BSC as a strategic management system are Birchard (1996), Booth (1996, Chow et al (1998) and Huckestein & Duboff (1999).…”

Section: Introductionmentioning

confidence: 99%

“…The adoption of these measures is not mandatory; instead a BSC is needed to be built in order to link measures with organization's strategy. Actually, an organization's BSC is imperative to reflect unique characteristics of the organization, for instance, cultural aspects, strategic planning horizon and the nature of operations (Hoffecker & Goldenberg 1994;Chesley & Wenger 1999).However, after the initial introduction and the following evolution of BSC Kaplan and Norton (1996a) Supportive to the use of BSC as a strategic management system are Birchard (1996), Booth (1996, Chow et al (1998) and Huckestein & Duboff (1999).In addition to that, BSC has been found to be used as a tool to communicate information to external stakeholders. According to the United States Conference Board (1997), the disclosure of strategic performance information is a delicate balancing act.…”

mentioning

confidence: 99%

Applying Balanced Scorecard to Hellenic Navy’s Education and Training: An initial approach

Stavrakakis¹,

Sarafis²,

Roka³

et al. 2010

GJHS

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Like organizations striving for growth, Hellenic Navy is facing rising pressure to increase the value added by its services. To meet this challenge in an era of scarcity of resources Hellenic Navy's education and training will need to undergo fundamental changes in the way they operate and continuously seek ways to create future value. This paper explores and discusses the potential applicability of Balanced Scorecard in Hellenic Navy's education and training in order to stimulate and sustain continuous improvement. Favorable results were reported in the for-profit and government organizations supporting the aforementioned applicability.Keywords: Hellenic Navy's Education and Training, Scorecard to Hellenic Navy's Education and Training, Balanced Scorecard IntroductionNowadays there is an increased trend for government departments and public entities for reform especially in the area of management and budgeting. This reform along with the decreased government funding have resulted the need for delivering agreed outputs as efficiently as possible. In turn, this need has as an effect the adoption of private sector management practices one of which is performance measurement (Niven 2008; Holmes et al 2006;Pallot 1991;Suppanz 1996).Traditionally, performance measurement systems have been based on financial results which have a limited effect on the criteria used to measure, to assess or even more to drive performance. In the past, various systems for performance measurement that overcome this limitation have been suggested. One of these, the Balanced Scorecard (BSC) has met worldwide acceptance as a management tool that measures and drive performance based on financial and non-financial indicators. BackgroundThe concept of the balanced scorecard was first introduced by Robert S. Kaplan and David P. Norton (1992) in their now well known Harvard Business Review article "The Balanced Scorecard -Measures That Drive Performance". The idea of BSC has met enormous success worldwide especially in private sector organizations. For instance, Kaplan and Norton (2001) reported that by 2001 about 50% of the Fortune 1000 companies in North America and 40% to 45% of companies in Europe were using the BSC.The core argument of BSC is that financial results alone cannot capture value-creating activities (Kaplan & Norton, 2001a). That means that financial measures are lagging indicators and, as such are not effective in identifying the drivers or activities that affect financial results. Also, Kaplan and Norton (1992) suggested that organizations, while using financial measures, should develop a comprehensive set of additional measures to use as leading indicators of financial performance.The BSC is based on balanced set of measures covering financial, customer, innovation and learning process areas to manage effectively. In addition, the BSC is used to translate an organization's mission and strategy into a comprehensive set of performance measures that enables organizations to track short-term financial results while simu...

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The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management

Cited by 120 publications

References 0 publications

Critical Success Factors for Quality Assurance in Healthcare Organizations

Critical Success Factors for Quality Assurance in Healthcare Organizations

Linking the Balanced Scorecard to Organizational Shareholders’ Expectations

Applying Balanced Scorecard to Hellenic Navy’s Education and Training: An initial approach

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The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management

Cited by 120 publications

References 0 publications

Critical Success Factors for Quality Assurance in Healthcare Organizations

Critical Success Factors for Quality Assurance in Healthcare Organizations

Linking the Balanced Scorecard to Organizational Shareholders&rsquo; Expectations

Applying Balanced Scorecard to Hellenic Navy’s Education and Training: An initial approach

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Product

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Linking the Balanced Scorecard to Organizational Shareholders’ Expectations