The Balanced Scorecard as a Strategic Management Tool in the Textile Sector

Quesado, Patrícia Rodrigues; Marques, Salomé; Hounsell, Marcelo da Silva; Ribeiro, Alexandrino

doi:10.3390/admsci12010038

Cited by 18 publications

(18 citation statements)

References 18 publications

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“…Accounting for this ambiguity and improving supply chain performance using the BSC model is the emphasis of this research effort, by providing an approach to inspect value creation from four standpoints such as financial, customer, internal business process, learning and growth (Balaji et al, 2021). Quesado et al (2022) developed a proposal for implementing the BSC in a large Portuguese company that operates in the textile sector, intending to promote its subsequent implementation. Through a qualitative research approach, a case study was carried out, using interviews, which allowed clarification of the strategic guidelines of the company under study.…”

Section: Literature Reviewmentioning

confidence: 99%

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Improving performance evaluation based on the balanced scorecard with data envelopment analysis and game theory approaches: a case study

Abedian,

Shirouyehzad,

Davoodi

2024

JM2

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Purpose This paper aims to propose an integrated use of balanced scorecard (BSC), data envelopment analysis (DEA) and game theory approach as an enhanced performance measurement technique to determine and rank the importance of manufacturing indicators of a steel company as a real case study. Design/methodology/approach An efficiency change ratio is defined to examine the characteristic function of each coalition which is super-additive. Then, the Shapley value index is used as the solution of the cooperative game to determine the importance of the BSC indicators of the company and rank order them. Findings The results reveal that “profitability rate” is the most important BSC indicator, whereas “customer satisfaction” is the least significant one. The ranking order of the importance of all BSC indicators makes it possible for the senior managers of the organization to realize the importance of each index separately and to improve the profitability and the number of customers by presenting programs according to the budget and time constraints. Originality/value The main contribution of this paper lies in the adoption of a game theory approach to performance measurement in the industrial sector that determines and ranks the importance of manufacturing indicators.

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Section: Literature Reviewmentioning

confidence: 99%

“…Quesado et al. (2022) developed a proposal for implementing the BSC in a large Portuguese company that operates in the textile sector, intending to promote its subsequent implementation.…”

Section: Literature Reviewmentioning

confidence: 99%

Improving performance evaluation based on the balanced scorecard with data envelopment analysis and game theory approaches: a case study

Abedian,

Shirouyehzad,

Davoodi

2024

JM2

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“…The Balanced Scorecard (BSC), a strategic performance-management tool that brought strategy and clarified major organizational objectives for companies' agendas [5], significantly contributed to this process. Many leading companies began to adopt the BSC when they found that it allowed them to improve performance, linking all organization members in a joint effort to achieve the organization's overall goals and objectives.…”

Section: Strategic Managementmentioning

confidence: 99%

Impact of Strategy Change on Business Process Management

Bubenik¹,

Čapek²,

Rakyta³

et al. 2022

Preprint

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The paper deals with the design of a systematic procedure for implementing strategy changes into internal business processes for a project-oriented production type of organization. In the first part of the contribution, a summary of the theoretical starting points for the field of strategic management and change management is presented. In the second part, the contribution deals with the analysis of the current situation in the area of the impact of the change of strategy on the management of business processes. In the last part, the proposal of the procedure for implementing strategy changes into internal business processes and the verification results are presented. The proposed procedure includes steps where the selection and verification of key performance indicators at individual levels of management plus the quantification of the impact of the change in strategy on the processes takes place. The management can thus monitor and evaluate the chosen processes in accordance with the fulfilment of the chosen strategy of the company. The last chapter presents the verification of the proposal for the systematic introduction of changes into the processes.

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“…Although the BSC has existed for decades [54,[62][63][64], recent studies have shown that it continues to be a fundamental management tool for companies that intend to add critical value to their business [8]. This critical added value has been demonstrated in recent studies [5,25,31,65,66]. For example, [16,67] advocated the position that the BSC items are capable of promoting learning and the alignment of employees with the companies' strategy, provided that the same items are used in a dynamic and interactive way; Arasli et al (2019) [53,68,69] considered that the implementation of the BSC in organisations has a relevant influence on strategic decision-making processes and Dincer & Yuksel (2019) [37,70,71] proved that the use of the BSC reduces the subjectivity surrounding this process; Malagueño et al (2018) [72][73][74] postulated that companies using the BSC demonstrated greater capacity to implement innovations at the operational level.…”

Section: Synopsis On the Bscmentioning

confidence: 99%

“…However, although several organisations have successfully implemented the BSC, others have failed to do so [29][30][31][32]. Some authors consider that one of the ways to overcome this failure is through the reinforcement of learning, which plays a critical role in the implementation of the BSC [17,32].…”

Section: Introductionmentioning

confidence: 99%

BSC’s Perspectives Ranking towards Organizational Performance: An Empirical Study Performed with Portuguese Exporters

et al. 2022

Self Cite

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Bearing the growing competition between organisations in mind, managers are focused on keeping on with the search for strategic alignment and performance monitoring. The literature has shed much light into the field of Management but a guide to monitor the defined strategy via Balanced Scorecard (BSC) is still lacking. Few studies have made their focus the question of which perspectives are the most relevant; it is therefore likely that there are different importance rankings between organisations with and without BSC. Highlighting the need to bring insight into this research field concerning the organizational performance measurement of the BSC, quantitative research was performed, to analyse the different rankings of the four perspectives, comparing organisations with and without BSC. The sample was composed of 107 out of the 250 major export organisations of Portugal. The outcomes confirm that the most relevant perspective is indeed the financial perspective, followed by the customer perspective, a finding unanimous in both types of organization (with and without BSC). For organizations without BSC, in third place stands the internal perspective, but, contrastingly, it comes after learning and growth perspective for organisations with BSC. The perspective of learning and growth differs in its rankings between organisations with and without BSC, as it shows up at third position for organizations with BSC, and at the fourth (last) position in organizations without BSC. This research has relevant outcomes for both managers and academia, as it is still a fertile ground, as it guides managers to identify the importance assigned by major exporters to different perspectives, in order to link its indicators. Despite having different levels of importance assigned to the third and fourth perspective, BSC is known and regarded as a meaningful management tool, even by managers who do not have BSC implemented. It conceivably still has growing possibilities in several activity areas.

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The Balanced Scorecard as a Strategic Management Tool in the Textile Sector

Cited by 18 publications

References 18 publications

Improving performance evaluation based on the balanced scorecard with data envelopment analysis and game theory approaches: a case study

Improving performance evaluation based on the balanced scorecard with data envelopment analysis and game theory approaches: a case study

Impact of Strategy Change on Business Process Management

BSC’s Perspectives Ranking towards Organizational Performance: An Empirical Study Performed with Portuguese Exporters

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