The Balanced Scorecard versus quality award models as strategic frameworks

Using the Balanced Scorecard and the European Foundation for Quality Management Excellence model as a combined roadmap for diagnosing and attaining excellence

“…Shahin et al (2012) tried to integrate those two business models while other authors tried to show the synergic effects of their parallel implementation (Lamotte & Carter, 2000;Dror, 2008, Yang, 2009Lua, Bettsa, & Croom, 2011). However, Wongrassamee et al (2003) adopted a critical attitude towards those models and suggested instead the adoption of strategic frameworks to specific types of organizations, since the BSC and EFQM model are considered as non-prescriptive models which they regarded as a weakness.…”

A Business-Focused It Service Model for Cloud

“…These are the Malcolm Baldridge National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) and the Balanced Scorecard. The limitations of each have been identified (Dror 2008). These models were not designed for anything as complex as today's businesses in which a dependency on complex IT is embedded and it can be safely assumed that they are not contenders for measuring IT services in any context including cloud.…”

Collaborative Quality Management

“…It should be noted here that this critisism is despite the fact that ISO 9000:2000 revision incorporated several principles underlying the Malcolm Balridge National Quality Award criteria into the standard. Dror (2008) compares the BSC (Balanced Scorecard approach) against the existing quality award models, MBNQA (Malcolm Balridge National Quality award) and EFQM (European Foundation for Quality Management) based on high-level objectives, long-term programs, processes, targets and performance measures and feedback. The differences and limitations among these three models in Dror (2008)'s work are addressed in detail, and a fundamental difference among these structures is emphasised to be: "while the Balanced Scorecard, although implying a causal system hierarchy, is solely performance-oriented, MBNQA and EFQM emphasise cultural changes in the management of an enterprise (new leadership as a driver), using input variables in terms of system constructs and output variables in terms of operational and business results" (Dror 2008, p.592).…”

“…Dror (2008) compares the BSC (Balanced Scorecard approach) against the existing quality award models, MBNQA (Malcolm Balridge National Quality award) and EFQM (European Foundation for Quality Management) based on high-level objectives, long-term programs, processes, targets and performance measures and feedback. The differences and limitations among these three models in Dror (2008)'s work are addressed in detail, and a fundamental difference among these structures is emphasised to be: "while the Balanced Scorecard, although implying a causal system hierarchy, is solely performance-oriented, MBNQA and EFQM emphasise cultural changes in the management of an enterprise (new leadership as a driver), using input variables in terms of system constructs and output variables in terms of operational and business results" (Dror 2008, p.592). Of the three frameworks, the Balanced Scorecard has been pointed out to have important advantages, such as having sequential objectives, the ability to support long-term programs, the potential to select relevant performance measures based on real data, and two feedback levels.…”