Validating the balanced scorecard framework for nonprofit organisations: an empirical study involving Australasian healthcare

Soysa, Ishani Buddika; Jayamaha, Nihal; Grigg, Nigel P.

doi:10.1080/14783363.2017.1345620

Cited by 18 publications

(18 citation statements)

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“…Further, the authors argue that satisfaction of all three stakeholder groups included in the model is evident and equally strongly explained by the processes, such as client satisfaction, people satisfaction and donor satisfaction (Soysa et al, 2019). The efficiency and effectiveness of management in meeting budget targets is critical in every organization.…”

Section: Performancementioning

confidence: 98%

“…With the introduction of the Balanced Scorecard (BSC) by two Harvard researchers, Kaplan and Norton (1992), many organizations have adopted it since then as a performance measurement tool regardless of the organization's type, whether it is private or public. However, the pressing concern of Soysa et al (2019) is to investigate if the same tool of performance measurement, which is the BSC, would yield similar results when applied specifically in nonprofit organizations. Based on the study findings, the authors theorize that while strategy maps would be invaluable for individual organizations (if managers are able to develop them), they provide little insights into the generalizability of the BSC.…”

Section: Performancementioning

confidence: 99%

“…In the event, where leaders favor a decision-making model that depends mainly on qualitative input instead of to quantitative input, the use of the BSC framework will be jeopardized. Therefore, a potential conflict between financial and management accountants' quantitative approach and the qualitative approach of the organizational leadership when dealing with the BSC could come into play (Soysa et al, 2019). The financial perspective is one of the four key perspectives in the BSC tool that supports leaders to manage organizational performance from a financial perspective.…”

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confidence: 99%

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The Role of Managerial Accountants and the Implementation and Monitoring of the Balanced Scorecard Metrics: A Literature Review

Dhameeth¹,

Diasz²

2021

REM

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Organizational leaders use many management tools when planning and controlling. One of the most widely used is the Balanced Scorecard (BSC) metrics. Based on a literature review method used, this paper explored the dynamics that influence organizations to overlook the inputs of managerial accountants when using BSC when measuring organizational performance. We found that a misfit between the strategy of the firm and the firm’s internal capabilities and skills and the inability of the financial perspective to predict and improve financial performance to be predominant factors to overlook the inputs of managerial accountants when using BSC.

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Section: Performancementioning

confidence: 98%

Section: Performancementioning

confidence: 99%

mentioning

confidence: 99%

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The Role of Managerial Accountants and the Implementation and Monitoring of the Balanced Scorecard Metrics: A Literature Review

Dhameeth¹,

Diasz²

2021

REM

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“…Internal and external clients are considered as customers. The external clients in public sector organizations include citizens, and the internal clients include groups who receive services in the organization (Jafari-Sadeghi, Kimiagari, & Biancone, 2020;Soysa, Jayamaha, & Grigg, 2019). Most of the HRM clients are internal ones in the organization and include line managers and employees who rely on HRM to perform their duties in response to external clients.…”

Section: Literature Reviewmentioning

confidence: 99%

Untitled

2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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“…Therefore, in recent years researchers have offered solutions to further develop the BSC and quantify the concepts used in this model. Some of them have used statistical techniques to describe the relationships and dependence between goals and strategy map objectives (Valmohammadi and Servati, 2011;Wang and Chuang, 2015;Park et al, 2017;Peral et al, 2017;Porporato et al, 2017;Soysa et al, 2017) while others have utilized multi-criteria decision-making methods to give weights to the four perspectives and strategic objectives and design strategy map (Hsu et al, 2011;Rabbani et al, 2014;Quezada and Lopez-Ospina, 2014;Rahimnia and Kargozar, 2016;Pérez et al, 2017;Dinçer et al, 2017;Modak et al, 2017).…”

Section: Determining Quantitative Targetsmentioning

confidence: 99%

Determining quantitative targets for performance measures in the balanced scorecard method using response surface methodology

Farokhi

Roghanian

2018

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Purpose The purpose of this paper is to propose a quantitative methodology for setting targets in the framework of Balanced Scorecard (BSC) in order to achieve vision and goals. Design/methodology/approach Response Surface Methodology is proposed to find the significant relationships that should be included in the strategy map and the optimal values of performance measures are assessed by using the desirability function-based approach of RSM. The proposed method was created by reviewing the existing literature, modeling the problem, and applying it in an oil company. In fact, RSM is used to execute the design matrix, analyze the collected data, extract models, analyze the results, and optimize the procedures that generate multiple responses. Findings By applying this methodological design, a clearer picture of the relationships between strategic objectives is obtained and the influence of strategic objectives on one another is determined. Afterward, optimal values for performance measures are determined. Research limitations/implications This paper proposes a framework for constructing a strategy map and setting quantitative targets to translate the goals and strategies into corresponding performance measures and targets. Also, this paper presents a case study to demonstrate the applicability and effectiveness of the proposed approach. However, RSM-based techniques require a greater amount of data to generate more accurate results. Although the advent of the Information Age has forced organizations’ decision makers to provide sufficient information and data for business analysis, the data requirements of RSM-based techniques are met. Practical implications In practice, the process of setting targets for performance measures can be challenging in terms of reaching a consensus between managers and decision makers. The findings of this paper can offer a new approach for performance evaluation based on the BSC which allows the organization’s decision makers to reach a more accurate picture of the relationship model between organization goals and those objectives within the BSC. It also demonstrates how decision makers can be guided in the process of defining performance target values in the BSC method. Originality/value Reviewing the literature on setting quantitative targets within the framework of the BSC showed no prior study in which RSM is used. This approach has two main contributions: the associations among strategic objectives are investigated and obtained in an effective way which analytically identifies the direction and degree of the relations among the performance measures. Considering the performance evaluation structure based on the BSC, quantitative targets have been determined to help in achieving the long-term goals of the organization. The application of the proposed method in a company showed that the contributions of this research are not only theoretical, but practical as well.

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Validating the balanced scorecard framework for nonprofit organisations: an empirical study involving Australasian healthcare

Cited by 18 publications

References 50 publications

The Role of Managerial Accountants and the Implementation and Monitoring of the Balanced Scorecard Metrics: A Literature Review

The Role of Managerial Accountants and the Implementation and Monitoring of the Balanced Scorecard Metrics: A Literature Review

Untitled

Determining quantitative targets for performance measures in the balanced scorecard method using response surface methodology

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