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![The structure of balanced scorecard developed by Kaplan and Norton 1996 not in compatible with today business environment. Learning and Growth Perspective: This perspective Meanwhile, lack of foresighted and futurism power and identifies the infrastructure that the organization must emphasizing on duty-bound fields may cause sacrificing build to create long-term growth and improvement. long-term interests and principally, these measurements Intense global competition requires that organizations are irrelevant in various levels of the organization. continually improve their capabilities for delivering value Successful implementation of strategy is also the other to customers and shareholders. Thus the question key issue which institutes has faced it [8]. remains: ''To achieve our future vision, how will we The original balanced scorecard design identified the continue to improve and create future value for our following four perspectives: stakeholders?" [9, 10].](profile/Mohammad-Hemati-3/publication/267206206/figure/fig1/AS:957451440488451@1605285620899/The-structure-of-balanced-scorecard-developed-by-Kaplan-and-Norton-1996-not-in-compatible.png)
The structure of balanced scorecard developed by Kaplan and Norton 1996 not in compatible with today business environment. Learning and Growth Perspective: This perspective Meanwhile, lack of foresighted and futurism power and identifies the infrastructure that the organization must emphasizing on duty-bound fields may cause sacrificing build to create long-term growth and improvement. long-term interests and principally, these measurements Intense global competition requires that organizations are irrelevant in various levels of the organization. continually improve their capabilities for delivering value Successful implementation of strategy is also the other to customers and shareholders. Thus the question key issue which institutes has faced it [8]. remains: ''To achieve our future vision, how will we The original balanced scorecard design identified the continue to improve and create future value for our following four perspectives: stakeholders?" [9, 10].
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Complexity of environment of business competitive arena and increased customers' expectations has made n ecessity of getting awareness from strong and weak points of organization and consecutive improvement of efficiency clear and apparent more than before. Hence, attaining a comprehensive performance evaluation, confident, trustable and flexible m...
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The adoption of management concepts has attracted much attention in organisation studies. However, there is still a lack of research on the pre-adoption phase, where managers become aware of and develop interest in management concepts and ideas. This paper explores how adopters of the balanced scorecard in Scandinavia encountered the concept. Using...
The internationalization of construction companies has become of significant interest as the global construction market continues to be integrated into a more competitive and turbulent business environment. However, due to the complicated and multifaceted nature of international business and performance, there is as yet no consensus on how to evalu...
Citations
... BSC is a tool used by management to keep track record of activity and staff action, to control and monitor result or other action consequences (2GC, 2009). Different organization sectors have used BSC, not only as performance measurement tool but also as other management tasks (Farrokhi, 2012). In AIMBSS, employee performance appraisal is based on employee absence, the jobs finished, everyday presence, involvement in mosque activity and colleague relatioship. ...
The purpose of the research is to find an empirical evidence concerning the implementation of learning and growth perspective of Balanced Scorecard (BSC) in Assalaam Islamic Modern Boarding School Surakarta (AIMBSS) and to find factors supporting and being handicap of implementation of learning and growth perspective of BSC. The research will widen the object scope being able to be approached by BSC. It is a case study research. Qualitative research design is conducted using semi-structured interviews with 12 respondents from different stakeholders. Research findings showed that principally learning and growth perspective of BSC and attributes in strategy map of BSC have been implemented well in some levels of management in AIMBSS. Besides, the research found supporting factors of implementation of learning and growth perspective of BSC in AIMBSS, namely: strong commitment from management to adapt the change and most of employees are ready to adjust themselves with the change. Meanwhile, handicapped factor of implementation of learning and growth perspective of BSC in AIMBSS is resistant from certain employees. It causes the effectivity of system. For future research, it is suggested to add the number of research object so that the generalization of the research findings can be gained.
Today, when the labor market is extremely dynamic, and there is great competition, a certain level of knowledge is expected of every individual. This has influenced an increase in the number of higher education institutions, primarily in the private sector. To cope better with the growing global competition, the management of private higher education institutions is becoming increasingly aware of the needs to select the appropriate management methods. That would ensure the achievement of strategic goals and make a unique and clear methodology, easily applicable in today's turbulent environment. The paper proposes a unique management methodology which would represent a strategic management framework applicable to most private higher education institutions. The creation of a strategy map of goals by linking SWOT and BSC methods with multiple criteria decision method is described. An emphasis is placed on the application of the multiple criteria decision-making method in the objective selection of priority cause and effect chains in the BSC strategy map. The result of the application of the proposed methodological framework targets the priority cause and effect chains, i.e. strategies which would enable the achievement of vision and mission.
This paper studies the balanced scorecard of flexible strategy and its related questions. It builds a flexible-strategy human resources support system and a balanced scorecard based on flexible strategy in manufacturing enterprises. The features of balanced scorecard are also stated. Besides, this paper builds a two-dimension model to analyze key performance indicators based on flexible balanced scorecard and value stream. Related examples are given.KeywordsBalanced scorecardFlexible strategyHuman resources support systemKey performance indicatorsTwo-dimension model
Balanced Scorecard is considered as the world widely used Performance Management System by organizations. Around 57% organizations of the world are using the Balanced Scorecard tool for improving their Organizational Performance [1]. This technique of performance evaluation and management was coined by the Kaplan and Norton in 1992. From that date to 2012 a lot of work has been done by the academicians and practitioner on the Balanced Scorecard. This study is summarizing the major studies conducted on Balanced Scorecard from 1992 to 2012. Summing up all the criticism and appreciations on Balanced Scorecard, the study is suggesting some guidelines for improving the Balanced Scorecard in the light of previous researches conducted on Balanced Scorecard.
