No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Using the Balanced Scorecard as a Strategic Management System
... BSC does not only integrate financial and non-financial measures into a single coherent and balanced framework but more importantly, it can be easily customised and modified to take into account organisation characteristics and business orientation (Qu et al. 2011). The BSC allows managers to assess organisation performance from broad perspective, comprising financial and non-financial performance measures, namely customer, internal processes, and learning and growth, which act as key drivers for future financial performance (Kaplan & Norton 1992, 1996. Kaplan and Norton (1996) state that the name of BSC reflects the balance between short-term and long-term objectives, between financial and non-financial measures, between lagging and leading indicators and between external and internal performance perspectives. ...
... The BSC allows managers to assess organisation performance from broad perspective, comprising financial and non-financial performance measures, namely customer, internal processes, and learning and growth, which act as key drivers for future financial performance (Kaplan & Norton 1992, 1996. Kaplan and Norton (1996) state that the name of BSC reflects the balance between short-term and long-term objectives, between financial and non-financial measures, between lagging and leading indicators and between external and internal performance perspectives. ...
... In this regard, hotel organisations can translate their goals into a set of comprehensive performance measures in a coherent framework as what BSC offers. Although the primary role of the BSC is to measure and track the performance of business operations, the performance measures also reflect the way the organisations communicate their objectives and goals to employees at all levels (Kaplan & Norton 1996). With BSC measures, managers will understand what their roles and responsibilities are, what they are accountable to, what control or power they are bound to, how committed they should be to direct their performance to achieve what has set for them (Lau 2011). ...
Performance of hotel operational managers is crucial in delivering quality service to customers. Prior studies claimed that balanced scorecard (BSC) measures can clarify managers' roles to improve their performance. Thus, this study examines the relationship between the BSC measure, role clarity, and managerial performance in the Malaysian hotel sector. This study also investigates the mediating effect of role clarity between the BSC measures and managerial performance. 475 questionnaires were distributed to managers of 3-, 4-, and 5-star hotels in Malaysia. Analysis from Structural Equation Modelling (SEM) found a significant relationship between the BSC measures and role clarity. Role clarity has a significant impact on managerial performance. The results also found that role clarity partially mediates the relationship between the BSC measures and managerial performance. These results provide information to policymakers on the importance of BSC measures to stimulate positive behaviour through role clarity for managers to deliver quality service. ABSTRAK Prestasi pengurus operasi hotel adalah penting dalam memberi servis yang berkualiti kepada pelanggan. Kajian lepas mendapati Kad Skor Terimbang (KST) memainkan peranan penting dalam menjelaskan peranan pengurus seterusnya meningkatkan prestasi mereka. Justeru, kajian ini bertujuan mengkaji hubungan di antara KST, kejelasan peranan dan prestasi pengurusan dalam sektor perhotelan di Malaysia. Kajian ini juga mengkaji kesan intervensi kejelasan peranan diantara KST dan prestasi pengurusan. 475 soal selidik telah diedarkan kepada pengurus hotel 3-, 4-dan 5-bintang di Malaysia. Analisis daripada Model SEM menunjukkan KST meningkatkan kejelasan peranan pengurus hotel. Kejelasan peranan mempunyai hubungan yang signifikan ke atas prestasi pengurusan. Dapatan kajian juga menunjukkan kejelasan peranan mempunyai intervensi separa ke atas hubungan diantara KST dan prestasi pengurus hotel. Dapatan kajian ini berupaya menyumbang kepada penggubal dasar tentang kepentingan KST untuk merangsang tingkah laku positif melalui penjelasan peranan supaya pengurus dapat menyampaikan servis yang berkualiti.
... The Balanced Scorecard is a model for a timely monitoring and controlling of four areas of organisational performance, so that sustainable development is fostered (Kaplan and Norton, 1996). The model considers the existence of financial, customer-centred, internal and capacity-related areas of performance. ...
... Finally, capacity-related area, which also refers to learning and growth, measures the level of employee retention, satisfaction, training and development needs and others (Kaplan and Norton, 1992). Dudic et al. (2020) The model suggests the recognition of relevant indicators in each of the four performance areas together with an objective and measurable way of evaluation (Kaplan and Norton, 1996). Organisations are expected to be pro-active and dedicated to performance measurement. ...
... By engaging in consistent and objective performance measurement, the balanced scorecard model is suitable in detecting discrepancies between actual and expected performance, as well as instances of deteriorating performance. Thus, firms are able to identify the emergence of new risks or deteriorating dynamics in a timely manner (Kaplan and Norton, 1996). ...
This paper is a result of the theoretical and methodological part of a PhD research on risk management in agriculture, done at the department of economics, Agricultural University – Plovdiv. All businesses are exposed to risk. Uncertainty and volatility are growing in the changing world. Usually the risk is associated with the probability of different negative influences on the business process, which can reduce or destroy expected outcomes. Risks cannot be fully avoided in any business, especially in agriculture, but they can be managed in order to minimize their impact. Agricultural producers tend to be exposed to more risks with greater magnitudes compared to other economic sectors, and still the availability of specialized risk management tools is lagging (EC, 2017). The aim of this research is to explore the possible risks in agriculture and the related theoretical concepts for their assessment, as well as to outline some of the most advanced management methods and instruments applied in practice for prevention and control.
... The BSC proposed by Kaplan and Norton (1996) is one of the most popular tools for envisioning strategic goals while planning the operational activity, objectives, and control over their achievement. The BSC draws on a strategy to establish goals requiring that people take the actions necessary to reach those goals. ...
... The evaluation was jointly performed by researchers and practitioners with actual data (G3), contributing (G4) to a BSC extension that incorporates maturity models. The artifact must be informed by theories (G5) and aligned with the needs of the context, evolving iteratively (G6): we have departed from the original BSC (Kaplan and Norton, 1996) and proposed an extension to address I4.0-related strategy aspects that are not well served by the four traditional perspectives. We sought inspiration from the structure proposed by Frank et al. (2002) and Hegazy, Hegazy, and Eldeeb (2022), including a new dimension. ...
... However, it is not sufficient to compare the value obtained in two moments in time to conclude about improvement, and "what drives continuous improvement is some sort of underlying learning" (Zangwill and Kantor, 1998). Our work may contribute to incorporating learning cycles in continuous improvement of what Kaplan and Norton (1996) coined as strategic learning. ...
Maturity models are essential tools to evaluate Industry 4.0 readiness. However, they have limitations in supporting organizational strategies over time and are insufficient to create company-specific Industry 4.0 roadmaps. This paper presents a research project to steer Industry 4.0 transformation in a leading paper pulp company listed on the Euronext Lisbon stock exchange. The contribution to the body of knowledge is a novel approach for Industry 4.0 adoption that extends the Balanced Scorecard with a fifth perspective and exposes the value of maturity model fragments: fractions of maturity models pertinent to a custom strategy. The proposed solution can support continuous improvement in long-term digital transformation strategies. Moreover, the lifecycle of maturity model fragments, namely,(1) dimensions and criteria elicitation,(2) personalization, and (3) strategic alignment, opens innovative prospects for maturity model design, tailorability, and practical relevance.
... The BSC Concept, among others, was created over a number of years to support a variety of organizational purposes, ranging from profit maximization to service delivery in the public, private, and not-for-profit sectors by Kaplan and Norton in 1992. The model focusses on four key performance indicators namely financial aspects, customer related aspects, internal processes, and learning and growth (Kaplan & Norton, 1992). ...
... The BSC Concept, among others, was created over a number of years to support a variety of organizational purposes, ranging from profit maximization to service delivery in the public, private, and not-for-profit sectors by Kaplan and Norton in 1992. The model focusses on four key performance indicators namely financial aspects, customer related aspects, internal processes, and learning and growth (Kaplan & Norton, 1992). The proponents sought to supplement standard financial measurements with leading indicators of future financial performance in their analysis. ...
... The proponents sought to supplement standard financial measurements with leading indicators of future financial performance in their analysis. Traditional metrics, according to Kaplan and Norton (1992), were dependent on historical performance and hence lacked the features of other non-financial measures. Asiedu (2015) agreed, stating that the tool was effective for measuring and monitoring performance values with drivers stemming from customer value, internal business, and staff performance. ...
... It can be used to create a strategy map, communicate an organization's strategy to stakeholders and adhere to strategic procedures (Kaplan and Norton, 1992;Valmohammadi and Sofiyabadi, 2015). The ability of an organization to successfully implement its strategy and improve performance is also increased by using a BSC (Kaplan and Norton, 1996). Jassem et al. (2022) stated that a basic BSC approach must include social and environmental concerns for a business to be sustainable. ...
... Jassem et al. (2022) stated that a basic BSC approach must include social and environmental concerns for a business to be sustainable. Kaplan and Norton (1996) clarified that different situations might need one or more points of view. The BSC has a good chance of putting environmental and social factors into the plan for managing the area as a whole. ...
Purpose
The purpose of this study is to integrate the sustainability balanced scorecard (SBSC) framework with decision-making trial and evaluation laboratory (DEMATEL) for proposing a model and identifying the cause-and-effect relationships between the five perspectives of SBSC and then 23 performance indicators within the SBSC framework in a strategy map.
Design/methodology/approach
The DEMATEL approach is used to obtain a matrix including direct and indirect influences between the five perspectives of SBSC and among 23 key performance indicators (KPIs). DEMATEL data are gathered from experts to propose a model and establish reliable relationships between performance metrics. Using DEMATEL and the SBSC framework, a strategy map for the SBSC dimensions and KPIs was built to illustrate strategic cause-and-effect relationships among the various dimensions and performance indicators.
Findings
The outcomes indicated that internal process and financial perspectives play essential outputs. Sustainability is the most critical predictor (causal) in the model, then customer and learning and growth dimensions, indicating that sustainability, learning and growth and customer dimensions all positively affect other dimensions. Additionally, sustainability has bi-directional in its link to the customer and internal processes and bi-directional in its relationship to finance, learning and growth. Numerous additional linkages are observed among the five SBSC perspectives and KPIs.
Research limitations/implications
The data collected is based on an “average” company in manufacturing sector; thus, companies need to customize this model to ensure that their strategies are clearly translated into KPIs.
Practical implications
The findings gave valuable information to management about manufacturing companies KPIs. They determined which KPIs are regarded as outcome (effect) variables and which KPIs are considered predictor (casual) variables. Additionally, the findings offer management with SBSC perspectives that should be traded as outcomes and those that should be traded as predictors. Additionally, the findings highlighted the critical KPIs and explained their interrelationships. This enables managers to focus on the significant financial besides non-financial indicators and comprehend the logical connection among them.
Social implications
The results qualify executives and management to analyze and recognize a strategy map by understanding each objective's impacts, including direct and indirect, on all others. The typical analysis comprises determining the strategic objectives that are “cause” and the objectives considered as “effect”. As this study extends the BSC framework to have sustainability perspectives, the results of DEMATEL provide administrators with exceptional information to blend the conventional BSC perspectives with sustainability as added perspective.
Originality/value
The current study proposed an illustration model for strategy map development and also provide an interrelationship among SBSC perspectives.
... A comunicação interna foi apontada como uma das lacunas existentes no seio do MAPADI, sendo um aspeto que deve ser melhorado a curto prazo, pois só assim os objetivos estratégicos serão alcançados. O BSC poderá ajudar neste sentido já que é um mecanismo eficaz para comunicar a estratégia organizacional e uma verdadeira ferramenta de controlo estratégico (Kaplan & Norton, 1996a, 1996bQuesado & Rodrigues, 2009;Quesado et al., 2017b;Dan & Crisan, 2018;Malate, 2018;Rodrigues, 2018). ...
... No entanto, não subsiste uma agregação desses mesmos indicadores. Os entrevistados reconhecem a imponência da definição e avaliação de indicadores de desempenho que assentem em critérios financeiros e não financeiros, devendo estes, portanto, contemplar na sua avaliação os ativos intangíveis, alcançando informações mais completas quanto à performance da instituição, à semelhança do referido porKaplan e Norton (1992, 1996b,Niven (2008), Hoque (2014), Quesado et al. (2017a), Dan e Crisan (2018) e Bilato e Andrade (2021). ...
Purpose: The purpose of this paper is to analyze whether the gender diversity and the Stakeholder Engagement level impact on reporting of environmental, social and governance (ESG) performance in listed companies of European countries. Methodology: The empirical quantitative paper covers a sample of European listed companies for the business year 2021 (1540 firm-year observations). A correlation and regression analysis are conducted in this study. Results: Results show that the presence of women in management have a positive impact on reporting of ESG performance. The Stakeholder Engagement in companies’ strategy is also decisive for reporting of sustainability performance.
Research limitations: The research focuses on the year 2021, which limits the results.
Originality: Findings suggest that current national and European regulations on corporate governance has a great impact on future reporting of ESG performance and market reaction.
... A comunicação interna foi apontada como uma das lacunas existentes no seio do MAPADI, sendo um aspeto que deve ser melhorado a curto prazo, pois só assim os objetivos estratégicos serão alcançados. O BSC poderá ajudar neste sentido já que é um mecanismo eficaz para comunicar a estratégia organizacional e uma verdadeira ferramenta de controlo estratégico (Kaplan & Norton, 1996a, 1996bQuesado & Rodrigues, 2009;Quesado et al., 2017b;Dan & Crisan, 2018;Malate, 2018;Rodrigues, 2018). ...
... No entanto, não subsiste uma agregação desses mesmos indicadores. Os entrevistados reconhecem a imponência da definição e avaliação de indicadores de desempenho que assentem em critérios financeiros e não financeiros, devendo estes, portanto, contemplar na sua avaliação os ativos intangíveis, alcançando informações mais completas quanto à performance da instituição, à semelhança do referido porKaplan e Norton (1992, 1996b,Niven (2008), Hoque (2014), Quesado et al. (2017a), Dan e Crisan (2018) e Bilato e Andrade (2021). ...
The International Workshop Accounting and Taxation (IWAT) is an international
scientific meeting, that gathers researchers from all around the world and aims to
be a reference in the scientific community. The second edition of the International
Workshop Accounting and Taxation (IWAT2023) intends to continue the debate
on current and relevant topics in the accounting and taxation sectors,
including related and highly challenging areas in the current business context, such
as social and environmental sustainability and digitalization in organizations and
accounting.
On this edition of IWAT2023, the Organizing Committee allowed the participation
of researchers and attendees both in person and online. IWAT2023 researchers
had the opportunity to submit articles in the following modalities: full/short paper
and abstract (extended abstract). Articles and abstracts were subjected to a peer
review process. Accepted and presented papers will be published as an e-book and
will be sent, after the event, to be indexed in Web of Science – Clarivate Analytics
(WoS), Scopus (Elsevier), EBSCO and others scientific databases.
The final Program includes two plenary session and six sessions. The plenary
sessions included a speech on “Perceptions regarding the implementation of
International Financial Reporting Standards in Portugal and Brazil” by Professor
Ana Paula Silva, of the Polytechnic Institute of Viana do Castelo and a speech on
“The Regulatory Framework for Sustainability Information in Europe” by Professor
Beatriz Aibar-Guzmán, of the University of Santiago de Compostela. In scope of
the six sessions the program contemplates 34 presentations.
The articles / extended abstracts presented at IWAT2023, will have the opportunity
to be selected for publication in a special edition of the European Journal of Applied
Business and Management. (EJABM). EJABM is currently indexed in the
international Google Scholar, ICI Copernicus Journals Master List, DRJI and
Latindex databases.
Authors may also be invited to publish a book chapter on the “Enhancing
Sustainability Through Non-Financial Reporting” manuscript".
... A comunicação interna foi apontada como uma das lacunas existentes no seio do MAPADI, sendo um aspeto que deve ser melhorado a curto prazo, pois só assim os objetivos estratégicos serão alcançados. O BSC poderá ajudar neste sentido já que é um mecanismo eficaz para comunicar a estratégia organizacional e uma verdadeira ferramenta de controlo estratégico (Kaplan & Norton, 1996a, 1996bQuesado & Rodrigues, 2009;Quesado et al., 2017b;Dan & Crisan, 2018;Malate, 2018;Rodrigues, 2018). ...
... No entanto, não subsiste uma agregação desses mesmos indicadores. Os entrevistados reconhecem a imponência da definição e avaliação de indicadores de desempenho que assentem em critérios financeiros e não financeiros, devendo estes, portanto, contemplar na sua avaliação os ativos intangíveis, alcançando informações mais completas quanto à performance da instituição, à semelhança do referido porKaplan e Norton (1992, 1996b,Niven (2008), Hoque (2014), Quesado et al. (2017a), Dan e Crisan (2018) e Bilato e Andrade (2021). ...
... 20 Lead users was introduced by Eric von Hippel and refers to most active, avid, or involved customers. (Kaplan & Norton, 1996). Figure 10 shows the different steps a company should follow to reach an always-on CTx. ...
In response to disruptions, non-digital-native companies embark on corporate transformation journeys. Research done indicate that most companies fail to survive such journeys. So, why success varies among companies, potentially costing the global economy trillions of dollars? My hypothesis is that those who orchestrate the three components of a corporate transformation (Business model transformation, Digital enabled transformation, and Organizational transformation) are more successful in their transformation journey compared to companies who don't. By conducting a case study research of twenty transforming non-digital-native companies based in the US and EU, I validated my hypothesis and developed a prescriptive orchestration framework that allows non-digital-native companies not only successfully navigate their corporate transformation journey but also switch their transformation to always-on.
... In essence, the Balanced Scorecard approach insists that management track four different types of measures: financial measures, customer measures, internal business (process) measures, and innovation and learning measures. Using the Balanced Scorecard approach an organization identifies corporate objectives within each of the four categories and then aligns the management hierarchy by assigning each manager his or her own scorecard with more specific objectives in each of the four categories (Kaplan & Norton, 1996). ...
... To guide the establishment of performance metrics, the Balanced Scorecard was used as the performance measurement tool. Kaplan and Norton (1996) stated that these indicators must be interconnected to communicate a few broad strategic themes, such as the company's growth, the reduction of risks, or the increase in productivity. Its completeness enables top management to have a complete visualization of the business based on the four main perspectives: financial, customer, innovation and learning, and internal (Van Looy and Shafagatova, 2016). ...
... CSR activities bring a radical change in employees and protect the organization from probable risks and unforeseen accidents (Okewenba et al., 2014). Kaplan and Norton (1996) explained two types of performance; financial and non-financial. CSR positively affects the financial performance of developed and developing nations (Bagh, 2017). ...
Article type: Research Article The relationship between Transformational Leadership (TL) and organizational performance (OP) has been studied in various contexts. Leaders' involvement in Corporate Social responsibility (CSR) activities is more likely to influence organizational performance. However, how CSR affects the relationship between TL and OP remains under-researched, especially in emerging markets. The purpose of this study is to investigate the relationship between TL and OP in the context of the Indian pharmaceutical industry. Further, it investigates how the CSR activities mediate the relationship between TL and OP A structured questionnaire was administered online to collect the responses from 300 managers. The data was analyzed using PLS-SEM. The results identified the positive impact of TL on CSR and CSR on OP This Study unveiled the mediation of CSR between TL and OP relationship. These findings highlight TL, OP, and CSR as essential parts of an organization.
... Spreitzer (1995) noted that performance measures relating to organization activities are essential for development of psychological empowerment. Although the primary role of the performance measures in BSC is to monitor business operations, the performance measures also reflect the way the organizations communicate their objectives and goals to employees at all level (Kaplan & Norton, 1996). By having specific performance measures, managers' motivation may increase, as they are aware on the expectation in accomplishing organization's goals. ...
In current competitive business environment where basic service facilities are homogenous, hotels must adapt themselves and find ways to improve their performance. Performance of hotels depends on how they deliver service to create value to customers. Hence, hotels need to emphasize on performance of employees, especially operation managers, as the services rendered determine the level of customers' satisfaction. Prior study has found that the use of Balanced Scorecard (BSC) is positively related to manager's performance. However, it is unclear whether the use of BSC could improve manager's performance in hotel sector. This study intends to provide useful insights by examining the effect of the use of BSC and performance of hotel managers in Malaysia the hotel sector. It is also proposed that the effect of the use of BSC on manager's performance is indirectly through mediating variable of psychological empowerment. Data were collected from a survey of 133 managers in 3, 4, and 5-star hotels in Malaysia. Results from Structural Equation Model (SEM) indicate that the use of BSC significantly influences managerial performance through mediating effect of psychological empowerment. In particular, the results highlight that the use of BSC influences manager's psychological empowerment, which therefore influences managerial performance.
... To ensure an "always-on" psychological safety in the boardroom, I developed the Closed Loop Management System (Figure 3). In developing the tool, I was inspired by Kaplan and Norton's work on the Balanced Scorecard (BSC), which relies on four processes to bind short-term activities to long-term objectives: translating the vision, communicating and linking business planning, and feedback and learning (Kaplan and Norton, 1996). ...
This study explores the importance and implications of psychological safety for board dynamics and decision-making processes and emphasizes the benefits of psychological safety, including improved team performance, a culture of learning, innovation, and enhanced company performance. The role of boardroom dynamics and biases in shaping board effectiveness is also highlighted. Dysfunctional dynamics and biases can hinder constructive dialogue and decision-making, underscoring the need for psychological safety in the boardroom. To manage psychological safety at the board level, this study introduces the Closed Loop Management System, which provides a framework for maintaining an "always-on" psychological safety. By following the prescriptive framework provided, boards can enhance their performance, act in the best interests of their company and shareholders, and contribute to organizational effectiveness.
... As the results (pls refer to section Q.3.) showed that only half of the Highly successful and Successful transforming companies used a sort of management system to elevate their transformations to "always-on", I developed the Closed Loop Management System (Exhibit 17) with the belief that had the companies implemented such management system they would have even raised their success rates higher. In developing the tool, I was inspired by the work of Kaplan and Norton on the Balanced Scorecard (BSC) (pls refer to section R.2.b.) that relies on four processes to bind short-term activities to long-term objectives: translating the vision, communicating and linking, business planning, and feedback and learning (Kaplan & Norton, 1996). ...
In response to disruptions, non-digital-native companies embark on corporate transformation journeys. Research done indicate that most companies fail to survive such journeys. So, why success varies among those companies, potentially costing the global economy trillions of dollars? My hypothesis is that those who orchestrate the three components of a corporate transformation (Business model transformation, Digital enabled transformation, and Organizational transformation) are more successful in their transformation journey compared to companies who don’t. By conducting a case study research, I validated my hypothesis and developed a prescriptive orchestration framework that will allow non-digital-native companies not only successfully navigate their corporate transformation journey but also switch their transformation to always-on.
... For , in the model by Kaplan & Norton (1996a), employees, human capital and Human Resource Management are absent. Therefore, they suggest a new template, a Human Resource Balanced Scorecard (HRBSC) model. ...
The objective of the chapter is to provide an insight into the potential of the HRBSC, as a performance evaluation and strategic management tool, and marketing management to improve the competitiveness in the tourism sector. internal marketing is crucial for the success of organizations, with special emphasis on the pandemic (and post-pandemic) context, in which the competence and satisfaction of employees is a differentiating element. The use of the BSC as a system management allows monitoring and justifying the investments made in training human resources, due to the possibility of associating these investments with the results global financial statements, justifying its realization, and contributing to the evaluation of its efficiency. From an interdisciplinary perspective, the chapter presents insights for management, strategy, and human resources in the context of tourism.
... The financial dimension in the balanced scorecard can be seen as a monitor on previous results of performance, while the remaining three dimensions can be seen as the dimensions driving to the future performance of the firm. Based on Kaplan & Norton (1992;1996a;2001;2004a), first, the firm's development of the vision and objectives forms the basis for BSC application. Then, following the identification of its vision and objectives, and depending on analyzing the profit chain or the value chain, a company conducts a systematic examination of the pertinent elements necessary to achieve the planned strategies (Heskett et al., 1994;Porter, 1985). ...
... Research on 16 Kaizen event (KE) organizations, based on content analysis and systematic review of published KE sources, able to find out that dedicated cross-functional team effort can help to achieve the organization's goals in an accelerated time frame. This performance can be evaluated based on a BSC (Kaplan & Norton, 1996). ...
Organizational success is multi-dimensional. Survival is essential but not a sufficient condition for the organization’s success. Considering the importance and proliferation of organizational success research, it is an opportunity to review the extant literature to guide understanding of its current and future progress. In this connection, the goal of this study is to review the performance and intellectual structure of organizational success. To do so, this study conducts a comprehensive, systematic review with bibliometric and content analysis of 370 Scopus-indexed articles based on the PRISMA framework to identify the performance (publication and citation trends, top authors and publications) and science mapping (content analysis, keyword co-occurrence analysis, bibliometric coupling) of extant literature published since 1974. This research helps to identify the most widely used 29 theories in organizational success research and provides a new avenue for future research directions. In addition to identifying key research themes, sub-themes and knowledge structures, this review would help to create value through the consolidation and quantification of the organization’s successful research evolution. This is the first comprehensive literature review article using a hybrid approach (systematic literature review, bibliometric analysis and content analysis) in organizational success.
... There are various performance measurement tools that have been established to enable leaders measure the performance of their organizations such as Malcolm Baldrige Model and BSC Model (Gusmao, Christiananta & Ellitan, 2018). This study used Balanced Scorecard (BSC) Model to measure the performance of AIC theological training institutions in Kenya based on its four aspects of customer, financial, processes, learning and growth perspectives (Kaplan & Norton, 2006). This model was chosen for this study because of its popularity globally, having been used by 30-80 percent of successful organizations around the world (Agwu, 2018;Ektebang, 2014). ...
Although organizations are started for the purpose of achieving some set objectives, this is not always the case with performance being cited as one of the challenges facing them today. Theological training institutions that are affiliated to Africa Inland Church have not been spared from this challenge of under-performance. Some of the areas that these theological training institutions have not performed well are in the declining number of students joining them and lack of reward system for both students and employees. Other challenges are lack of resources such declining financial support from donors besides lack of information technology infrastructure. This study was anchored on organizational resource portfolio which is an aspect of strategic leadership theory to determine its effects on organizational performance in Africa Inland Church theological training institutions in Kenya. Data was collected using both open and closed ended questionnaires from 219 management members, employees and third year students of Africa Inland Church theological training institutions in Kenya. The study made use of experimental research design while respondents were sampled using multi-stage sampling technique. The study established that organizational resource portfolio had a negative correlation with organizational performance (R=-0.145, p>.01) and contributed to 2.1 percent of the performance in Africa Inland Church theological training institutions in Kenya
... Recently numerous researches gave practical confirmation on the optimistic crash of non financial performance indicators on the organizations' financial performance in the long-term (Shannon and William 0219; and Kamilah and Zabri 2016). Non-financial performance indicators supply administrators by way of suitable information concerted on the causes of sensation and could be utilized to propose combined evaluation systems (Hauer et al 2015; Kaplan and Norton, 0226;Kamilah and Zabri 2016). argues that many motivations for the appearance of non-financial performance indicators: the limits of financial performance indicators, competitive force, and the expansion of other programs. ...
This study seeks to guarantee the employment of several views of performance measurement indicators in evaluation system within the commercial banks of Libya, and to examine the effect of a number of bank's characteristics of the utilize performance measurement indicators. so, this article classifies the views from the management Accounting literature, and explores the influence of four selected banks' characteristics (e.g. the nature of bank services, top management' desire, size of bank, and banks' ownership structure) on the application of performance measurement indicators. In accordance with a scale survey in a sample of 44 participants from commercial banks working Benghazi city in Libya and the study puts hypotheses regarding the study's objectives, and utilizes descriptive and inferential statistical analysis to find out and examine the fundamental contact of by means of various performance measurement indicators. The main results have show that most of the Libyan commercial banks are greatly adopting financial indicators as main way to assess performance, while some banks are using the non financial indicators, such as they be inclined to employ customer indicators and learning and employee and growth indicators more repeatedly. The paper has also realized that important differences in the exploit of financial and non financial indicators in line with banks' characteristics that guide to have mixed views of the use of performance measurement indicators in the Libyan commercial banks.
... Donde, según Nonaka & Takeuchi (1999) el conocimiento tácito propiedad individual y particular, mientras que el conocimiento explícito se puede expresar o representar mediante símbolos físicamente almacenables y transmisibles. Por otro lado, también se encuentra el modelo de Kaplan y Norton que tratan la identificación de necesidades y la toma de decisiones (Kaplan & Norton, 1996), así como el modelo Technology Broker, Canadian Imperial Bank y Skandia Navigator, entre otros. ...
El presente texto tiene como finalidad analizar de manera reflexiva y empírica la gestión de procesos administrativos en las Mipymes del departamento de Sucre. Esto parte de la necesidad de una argumentación de un modelo de gestión que facilite de manera funcional y eficiente, los procesos administrativos en las Mipymes de Sucre. La metodología propuesta parte de un análisis teórico de los constructos de investigación, Gestión de procesos y en Mipymes, aplicando la bibliometría mediante el software VOSviewer. Para esta primera parte se trabajó con dos muestras bibliográficas de 14,333 documentos publicados sobre la gestión de procesos administrativos en base de datos SCOPUS, arrojando una muestra de 597 palabras claves de un total de 12748 palabras y 532 documentos publicados sobre el tema en Mipymes obteniendo una muestra de 47 palabras claves. El método aplicado es de lo general a lo particular, realizando las reflexiones a nivel general de la ciencia y luego particularizando en la Mipymes como abordaje teórico y anivel empírico en Sucre, Colombia. Entre los principales resultados se reconoce la gestión de los directivos o empresarios de las Mipymes en Sucre, identificando su idiosincrasia, prácticas comunes y formas de manejar situaciones problema. Por lo cual, el establecimiento de ventajas competitivas que le signifiquen un plus, inicia desde el cambio de paradigmas en su modelo de administración y gestión de procesos.
... The Scorecard logic was picked up by practitioner focused HR researchers who sought to map out HR equivalents where the Balanced Scorecard lacked them e.g. the HR Scorecard (Becker, Huselid & Ulrich, 2001). Originally devised as a tool for measurement and assessment of the implementation of a given strategy, the Balanced Scorecard evolved overtime to more broadly encompass the basis and mapping of what you have to do throughout the organisation to make strategy work (Kaplan and Norton, 1996). In this vein, Walker and MacDonald (2001) demonstrated how Verizon used Balanced Scorecard informed understanding to map HR activities and contributions to strategic, operations, customers, finance performance outcomes. ...
The Balanced Scorecard is a holistic means to assess the performance of an organisation. The origins of the Balanced Scorecard stem from attempts to move away from dominant short-term, financial, and shareholder centric performance metrics. Devised by Kaplan and Norton (1992), the Balanced Scorecard directs attention to four aspects of performance, namely the customer perspective, internal process improvement, learning and growth as well as financial performance. As the name suggests, the objective of the Balanced Scorecard is to provide a more rounded assessment of implementation, including more intangible aspects of strategy and HR. The Balanced Scorecard has proved a popular managerial tool which has widely diffused into practice as organisations experimented with more multi-faceted performance measures. With a focus on retrospective and forward-looking measures, coupled with attention to multiple interests, the systematic logic of the Balanced Scorecard is a precursor to more stakeholder focused strategy. The Scorecard logic was picked up by practitioner focused HR researchers who sought to map out HR equivalents where the Balanced Scorecard lacked them e.g. the HR Scorecard (Becker, Huselid & Ulrich, 2001). Originally devised as a tool for measurement and assessment of the implementation of a given strategy, the Balanced Scorecard evolved overtime to more broadly encompass the basis and mapping of what you have to do throughout the organisation to make strategy work (Kaplan and Norton, 1996). In this vein, Walker and MacDonald (2001) demonstrated how Verizon used Balanced Scorecard informed understanding to map HR activities and contributions to strategic, operations, customers, finance performance outcomes. Research applying the Balanced Scorecard is surprisingly rare in HR. As a field in its nascent stage, it would seem HR researchers and practitioners were consumed with demonstrating the type of financial and shareholder return that the likes of Kaplan and Norton were attempting to move away from. Despite its prominence, the Balanced Scorecard has not been free of criticism. As hinted at above, HRM and employees are somewhat implied in the framework. Some also question the causal logic and theoretical underpinning in bringing together diverse perspectives. It is certainly the case that the Balanced Scorecard is founded on a managerial concept of performance which privileges economic return with little concern for social fairness, the institutional context or direct incorporation of employee voice. The focus is on rational, top down implementation assuming goal congruence of a unified and unitarist organisation (Horreklit, 2000). While the Balanced Scorecard has been amended for various contexts such as the public sector and not-for profits to stress mission and values, recent trends highlight the need for more environment, social and governance (ESG) related concerns, including relationships with suppliers and adherence to ethical standards. Recent research has proposed an alternative HR Balanced Scorecard bringing together managerial and employee sentiment as a novel 'HR research measurement and evaluation device' (Kaufman, Barry, Wilkinson & Gomez, 2021). This offers some promise in re-invigorating the concept to offer a multifaceted and comparative understanding of performance, and thereby a more realistic assessment of HR practice in contributing to same.
... Performance is a very complex concept, however, and a lot of attention needs to be paid to how it is assessed. Lebas & Euske (2006) after Kaplan & Norton (1996), tried to shed light on the term by declaring that Performance is a set of financial and nonfinancial indicators which offer information on the degree of achievement of objectives. ...
The large movement of outsourcing and focusing on the key-skills has
conducted to the creation of the new profession of “logistic service providers”, which are
positioned as real interfaces pilots and constitute a radical innovation of the managerial,
strategic and operational plan. Being based on a scientific analysis, this works aims to
identify the factors that have an impact on the LSP contribution, and to define, later on,
the characteristics required by the logistic service providers, to highly contribute to the
logistics chains and to perform their role of integrators.
Through the case of Logistics providers that are operating in Morocco, we will bring
clarifications that foster the new characterization techniques of LSP, which are founded,
more and more, on their ability to control and coordinate various integration layers,
(flows, processes and activities, Information system and actors), rather than on
traditional elements of costs, quality and delays.
... These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation." [392] The balanced scorecard takes into account the potential value of opportunities for the future that have been created but which have yet to be realized financially, an aspect that is outside of generally accept-SUSTAINABILITY REPORTING AND COMMUNICATIONS ed accounting principles. The balanced scorecard includes, and attempts to "balance", financial and non-financial measures and seeks to include customer, internal business process and employee learning and growth perspectives along with financial perspective measures that are used to track how well improvements in the other three perspectives are working. ...
In order to know whether or not the corporate social responsibility (“CSR”) initiative and its related commitments are actually improving the company’s performance it is necessary to have in place procedures for reporting and verification, each of which are important tools for measuring change and communicating those changes to the company’s stakeholders. Sustainability reporting should be broadly construed and has been described as communicating with stakeholders about a firm’s economic, environmental and social management and performance. Verification, often referred to as “assurance”, is a related concept that involves measurement made through on-site inspections and reviews of management systems to determine levels of conformity to particular criteria set out in sustainability codes and standards to which the company may have agreed to adhere.
The scope and sophistication of CSR reporting has come a long way since the idea first came up in the mid-1990s, when only a handful of companies reported on social responsibility issues and activities in addition to their regular financial reports. Today almost all of the largest global companies produce reports on their environmental policies and activities, often providing interested parties with a whole range of documents that can be accessed in a separate yet highly visible section of the company website. Other international standards, such as the UN Global Compact, explicitly incorporate reporting as a fundamental requirement for demonstrating a commitment to sustainability. Sustainability reporting is tightly connected with efforts to achieve global sustainability goals and targets such as the Sustainable Development Goals (“SDGs”) in the 2030 Agenda for Sustainable Development and the aspirations in other international agreements such as the Paris Agreement on climate change action because without reporting it is impossible to measure progress that has been made and what still needs to be done. In fact, the SDGs include a specific goal (Goal 12.6) to encourage companies to integrate sustainability information into their reporting cycles.
While certain CSR and corporate sustainability disclosures have now become minimum legal requirements in some jurisdictions, in general such disclosures are still a voluntary matter and companies have some leeway as to the scope of their disclosures and how they are presented to investors and other stakeholders. Some companies continue to limit their disclosures to those are specifically required by regulators; however, most companies have realized that they need to pay attention to the issues raised by institutional investors and other key stakeholders and make sure that they are covered in the disclosure program. At the other extreme, there are companies that have embraced sustainability as integral to their brands and have elected to demonstrate their commitment by preparing and disseminating additional disclosures that illustrate how they have woven sustainability into their long-term strategies and day-to-day operational activities.
The scope of the company’s reporting and verification efforts will depend on various factors including the size of the company, the stage of development and focus of its CSR commitments, legal requirements, the financial and human resources available for investment in those activities and the degree to which companies want and are able to integrate sustainability indicators into their traditional reporting of financial results. When reporting is mandatory the applicable disclosure standards and guidelines promulgated by regulatory bodies such as the Securities and Exchange Commission should be followed; however, when reporting is voluntary companies and their professional advisors must consider the standards and expectations of the audience, practices by other companies engaged in comparable business activities and the legal risks of disclosing “too much”. When engaging in voluntary reporting, companies can turn to a variety of sustainability reporting frameworks developed by multi-stakeholder expert groups such as the Global Reporting Initiative, the International Integrated Reporting Council or the Sustainability Accounting Standards Board. Reporting standards are also emerging for specific topics within the broader universe of CSR and stakeholder engagement, such as the framework for reporting on corporate community investment promoted by the London Benchmarking Group. Companies have taken different approaches to formatting and presenting the information in their sustainability reports and CSR communications strategies have evolved beyond reports to include certifications and rating systems and other means of describing and assessing organizational performance with respect to CSR.
One basic reason for sustainability reporting and verification is to make sure that the CSR initiative is properly managed and that persons involved understand they will be accountable for their actions. CSR reporting also provides companies with an opportunity to communicate their CSR efforts to the company’s stakeholders, discuss certain successes and challenges with respect to the company on a wide array of CSR issues, demonstrate transparency which can ultimately help to improve the company’s reputation with certain stakeholders, provide existing and potential investors with CSR information to assist in analyzing investment decisions and improve the effectiveness of ongoing shareholder relations campaigns such that activist shareholders are deterred from submitting CSR-related shareholder proposals or pursuing or threatening litigation. However, in order to achieve the greatest benefits from reporting and verification companies need to carry out those activities in a rigorous and professional manner using tools and standards that are widely recognized and accepted among those interested in the results. In addition, regardless of the particular standard applied to a specific sustainability-related report, companies must ensure that disclosures are accurate and complete and this means creating an effective sustainability reporting and communication management system with disclosure controls and procedures, internal education and training, external review of proposed disclosures by legal counsel and other professional advisors and continuous assessment to improve the reporting process.
This book is intended to be a practical introduction to sustainability reporting and communications that begins by discussing material legal and regulatory considerations and the some of the major sustainability reporting frameworks and then continues with detailed illustrations of how companies might create and distribute their sustainability reports and develop and implement their CSR communications strategies.
This study aimed to examine the Impact of Information Technology in terms of (hardware and equipment, software, networks, and human resources) on the Jordan Food and Drug Administration performance based on the balanced scorecard dimensions (learning and growth, internal operations, and customer satisfaction): the mediating role of knowledge management processes. The quantitative descriptive analytical approach was used to achieve the objectives of the study, the study population consisted of the Jordanian Food and Drug Administration with all its (5) branches. The sampling unit encompassed those who are occupying the positions (general manager, directorate/unit director, department head, and division head) totaling (133).For collecting the required data the questionnaire was used, and after the statistical analysis the main results of the study were as follows: There is a statistically significant impact at the level (α ≤ 0.05) of information technology (hardware, software, networks, and human resources) on the performance (learning and growth, internal processes, and customer satisfaction) through knowledge management processes in the Food and Drug Administration. Based on the main results of the study it was recommended to the Jordanian Food and Drug Administration to maintain the effective implementation of information technology.
Keywords: Information Technology, Organizational performance, Knowledge management process, The Jordan Food and Drug Administration.
Bu araştırmada, Borsa İstanbul mali sektörde faaliyet gösteren bankaların entelektüel sermaye bileşenleri ile firma performansları arasındaki ilişkilerin ortaya konulması amaçlanmıştır. Araştırma kapsamında, 2008-2021 tarihleri arasında pay senetleri borsaya kote olmuş ve araştırmanın yapıldığı 2022 yılı itibariyle verilerine eksiksiz bir şekilde ulaşılan bankaların verileri analiz edilmiştir. Entelektüel sermeye bileşenleri, Ståhle, Ståhle ve Aho’nun çalışmasında kullanılan yöntem kullanılarak hesaplama yapılmıştır. Veri seti panel veri olarak hazırlanmış ve STATA 13 paket programıyla analiz edilmiştir. Araştırma kapsamında altı model geliştirilmiş ve test edilmiştir. Değişkenlerin arasındaki etkileşim araştırılırken, korelasyon ve regresyon analizleri uygulanmıştır. Analiz sonucunda; entelektüel sermaye bileşenlerinden biri olan yapısal sermaye ile aktif kârlılığı arasına bir ilişkisine rastlanmaz iken özkaynak kârlılığı ile negatif ve anlamlı bir ilişkisi olduğu tespit edilmiştir. Entelektüel sermaye bileşenlerinden fiziksel sermayesinin aktif kârlılık ve özkaynak kârlılığını en fazla etkilediği araştırmanın bir diğer önemli bulgudur. Entelektüel sermayenin diğer bileşeni insan sermayesi de aktif kârlılık ve özkaynak kârlılığını anlamlı ve pozitif yönde etkilemektedir.
Bu araştırmada, Borsa İstanbul mali sektörde faaliyet gösteren bankaların entelektüel sermaye bileşenleri ile firma performansları arasındaki ilişkilerin ortaya konulması amaçlanmıştır. Araştırma kapsamında, 2008-2021 tarihleri arasında pay senetleri borsaya kote olmuş ve araştırmanın yapıldığı 2022 yılı itibariyle verilerine eksiksiz bir şekilde ulaşılan bankaların verileri analiz edilmiştir. Entelektüel sermeye bileşenleri, Ståhle, Ståhle ve Aho’nun çalışmasında kullanılan yöntem kullanılarak hesaplama yapılmıştır. Veri seti panel veri olarak hazırlanmış ve STATA 13 paket programıyla analiz edilmiştir. Araştırma kapsamında altı model geliştirilmiş ve test edilmiştir. Değişkenlerin arasındaki etkileşim araştırılırken, korelasyon ve regresyon analizleri uygulanmıştır. Analiz sonucunda; entelektüel sermaye bileşenlerinden biri olan yapısal sermaye ile aktif kârlılığı arasına bir ilişkisine rastlanmaz iken özkaynak kârlılığı ile negatif ve anlamlı bir ilişkisi olduğu tespit edilmiştir. Entelektüel sermaye bileşenlerinden fiziksel sermayesinin aktif kârlılık ve özkaynak kârlılığını en fazla etkilediği araştırmanın bir diğer önemli bulgudur. Entelektüel sermayenin diğer bileşeni insan sermayesi de aktif kârlılık ve özkaynak kârlılığını anlamlı ve pozitif yönde etkilemektedir.
Esta investigación tiene como objetivo validar la relación entre la innovación en mercadotecnia, la estrategia competitiva, la orientación al cliente y la rivalidad competitiva en el desempeño organizacional, para lo cual se desarrolló una investigación empírica, cuantitativa, de carácter explicativo y de tipo transversal. Se aplicó un instrumento que incorpora escalas ya validadas a una muestra de 301 restaurantes asentados en México. El objetivo se alcanzó al verificar el modelo propuesto, mediante la técnica de modelado de ecuaciones estructurales, el cual cumplió con los requisitos de validez convergente y discriminante, y presentó un nivel de ajuste aceptable. Se plantean cuatro hipótesis, de las cuales una de ellas no resultó estadísticamente significativa. Los resultados muestran que la innovación en mercadotecnia fue la variable que mayor relación experimentó con el desempeño organizacional de los restaurantes, seguida de la orientación al cliente.
This research develops an attention‐based, environment‐inclusive model of organizational aspiration determination. The behavioural view embraces that organizations determine aspirations based on three reference points: past aspiration, past performance, and social reference group performance. We build hypotheses to explain how environmental munificence, dynamism, and complexity shape organizational attention allocation among these three reference points. Using data on US publicly traded firms (2006–16), we find that organizations, when determining sales aspirations, allocate (1) more attention to past aspiration and social reference group performance but less attention to past performance in more munificent environments; (2) more attention to past performance and social reference group performance but less attention to past aspiration in more dynamic environments; and (3) more attention to past performance but less attention to past aspiration and social reference group performance in more complex environments. Overall, we contribute to aspiration research by explicitly theorizing a previously understudied contingency, using direct aspiration measures from a wide range of industries, and providing evidence that organizations’ attention allocation rules are regulated by the external environment when determining aspirations.
In today’s digital age, businesses are tasked with adapting to rapidly advancing technology. This transformation is far from simple, with many companies facing difficulties navigating new technological trends. This paper highlights a key segment of a comprehensive strategic model developed to address this challenge. The model integrates various planning and decision-making tools, such as the Balanced Scorecard (BSC), Objectives and Key Results (OKR), SWOT analysis, TOWS, and the Spherical Fuzzy Analytic Hierarchy Process (SFAHP). Integrating these tools in the proposed model provides businesses with a well-rounded pathway to manage digital transformation. The model considers human elements, uncertainty management, needs prioritization, and flexibility, aiming to find the optimal balance between theory and practical applications in real-world business scenarios. This particular study delves into the use of SFAHP, specifically addressing the challenge of effectively selecting the most suitable strategy among various options. This approach not only brings a new perspective to digital transformation but also highlights the importance of choosing the right strategy. This choice is crucial for the overall adaptation of businesses. It shows how carefully applying the SFAHP method is key. Combining this with a successful digital transformation strategy is essential. Together, they provide practical and efficient solutions for businesses in a fast-changing technological environment.
With an accelerating increase of business benefits produced from big data analysis (if used appropriately and intelligently by businesses in the private and public sectors), this study focused on empirically identifying the big data analytics (BDA) attributes. These attributes were classified into four groups (i.e., value innovation, social impact, precision, and completeness of BDA quality) and were found to influence the decision-making performance and business performance outcomes. A structural equation modeling analysis using 382 responses from a BDA related to practitioners indicated that the attributes of representativeness, predictability, interpretability, and innovativeness as related to value innovation greatly enhanced the decision-making confidence and effectiveness of decision makers who make decisions using big data. In addition, individuality, collectivity, and willfulness, which are related to social impact, also greatly improved the decision-making confidence and effectiveness of the same decision makers. This shows that the value innovation and social impact, which have received relatively less attention in previous studies, are the crucial attributes for BDA quality as they influence the decision-making performance. Comprehensiveness, factuality, and realism, which are linked to completeness, also have similar results. Furthermore, the higher the decision-making confidence of the decision makers who used big data was, the higher the financial performance of their companies. In addition, high decision-making confidence using big data was found to improve the nonfinancial performance metrics such as customer satisfaction and quality levels as well as product development capabilities. High decision-making effectiveness with big data was also shown to improve the nonfinancial performance metrics.
A new intersubjective approach to management, complementing traditional management and taking into account subjective factors, covers the scope of management associated with solving problem situations for heterogeneous actors. The uniqueness of the approach lies in the fact that the actors get out of the problem situation themselves, not managers who are endowed with certain powers and want to help their participants. The aim of the study is to develop a method for evaluating the effectiveness of applying a new intersubjective approach. Subjective factors are taken into account due to the orientation of the intersubjective approach to subjects. It is proposed to use the scenario modeling methodology, which includes a comparison of several alternative scenarios. In intersubjective problem-solving management, scenario modeling compares the post-resolution situation to the situation without the use of the approach. An algorithm for assessing the satisfaction of actors with the results of solving a problem situation has been developed. It includes an integral assessment of the results of applying the methodology of intersubjective problem-solving in organizational systems. The approval of the efficiency evaluation method showed that the effect obtained is higher when traditional management is supplemented with an intersubjective approach.
The previous work during the past decade in the area of performance management has underlined that focusing only on financial performance indicators when measuring business performance could be inadequate in today's fierce competitive environment. Modern performance indicators, such as variety of the products and services, service quality, and customer satisfaction, have become more important for corporations, especially for the businesses operating in financial sector. This study provides an application of business performance management via taking into account non-financial performance indicators. The application is based on balanced scorecard methodology in which business intelligence technologies were utilised. The main aim of the study is to offer a methodology in order to improve operational performance. The empirical assessment of the methodology was carried out in a commercial bank operating in the Turkish financial sector. The results of the study indicated that the proposed methodology facilitated the company to increase some of its operational performance indicators including customer satisfaction, business processes and capacity, core competencies and efficiency of information technology usage. Therefore, it is believed that the empirical work that was carried out in this study can stand as an example for future balance scorecard applications in the same application domains.
Knowledge-driven economy tends to enjoy tremendous technological transformation due to rapid advances in new technologies, which have given rise to a disruptive technological revolution known as the “Industry 4.0 or Fourth Industrial Revolution (4IR)” with profound impacts on firms. The adoption of Internet-based technological innovations (IBTI) indicates a critical para- digm shift that transforms the status quo by which firms’ relationships are built across borders, compete in markets, interact with their customers and ensures the flow of economic benefits. However, there is limited study known in the literature to have assessed the adoption dynamics and phenomena of IBTI in industrial clusters, and also the evidence on the impact of the tech- nological innovations on the performance of industrial clusters in Nigeria are scarce. The results show that despite the low level of investment and expenditure on Internet-based systems and infrastructure in the Nigerian fast-moving consumer goods clusters, the adoption of IBTI have beneficial effects on firms’ capabilities and growth, customer relationships, product/service features and firm’s reputation. Holistically, the study reveals that the level of the adoption of IBTI is significantly low as the fast-moving consumer goods firms still currently utilize a combination of IBTI with internally owned IT systems in operations. This is an indication that the fast-moving consumer goods industry is still a late majority adopter of the disruptive technologies. This poses a threat to the industry, especially in this era of 4IR. Thus, the Nigerian industrial sector needs to be proactive and keep up with the rising use of disruptive and digital technologies, so as to maintain their competitive advantage.
Im dritten Band der Reihe "Elche fangen" finden Sie Methoden und Instrumente aus der Ökonomie, der Organisationsentwicklung, der Arbeit mit Teams und einige Werkzeuge für das Selbstmanagement. Dies reicht von der Balanced Scorecard über Retreat, Kreativtechniken, Großgruppenereignisse bis hin zum Umgang mit den digitalen Medien und sozialen Netzwerken. Diese Toolbox soll Sie anregen: Bauen Sie sich Ihre eigene Werkzeugkiste.
In recent decades, the concept of strategic management at universities has attracted more and more attention. There is a significant increase in the awareness of the importance of well-developed development concepts, both among university employees and management staff. Numerous research studies also discuss the need for changes in that presented area. Unfortunately, the analysis of the literature on the subject shows that more attention is paid to the strategy development phase than to its implementation. There are also few studies examining the influence of factors on the strategy implementation at universities. The area of research was related to factors influencing the process of strategy implementation. This article presents the detailed results of the survey of analysis, which covered the opinions of management and employees influencing the strategy implementation at universities in Poland. The main objective of the study was to measure the operational risk of factors influencing the process of strategy at universities and to specify the factors with the highest operational risk level. The study was conducted using the PAPI (Paper and Pencil Interview) technique, based on the research questionnaire. The method of collecting data in an open (explicit) and standardized manner was used there. For this purpose, a standardized research questionnaire was used.
In creating corporate value, many companies currently tend to use performance measurement tools that focus on multiple capitals due to shortcomings in narrow capital performance measurement systems. The six capitals in integrated reporting framework can guide and nurture a successful multiple capital-based performance measurement system. However, the use of six capitals-based key performance indicators in performance measurement is not adequately discussed with respect to integrated reporting practices. Therefore, the current research study aimed to investigate why the narrow capital model failed as a strategic performance measurement tool and how a multi capital model, designed based on the six capitals, has successfully influenced the upgrading of corporate performance. This study was conducted using a qualitative explorative approach and a case study methodology, on a company operating in the freight forwarding and logistics industry in Sri Lanka. Interviews, questionnaires and documentation reviews were used to collect data. The findings revealed that conceptual, technical, social and political issues related to the narrow capital performance measurement system hindered successful corporate performance, but that the multi capital model functioned as a successful value creating performance measurement system, overcoming the limitations of the narrow capital model. In addition, the multi capital model upgraded company performance and value creation by improving transparency, accountability, corporate governance, reporting structure, efficiency, innovation and profitability.
We investigate whether firms’ ineffective internal control over financial reporting is associated with customer satisfaction, measured by product ratings on Amazon.com. Internal control weaknesses will likely corrupt the information environment, compromise coordination, and divert corporate resources to address the control deficiencies. Using a large sample of product rating data from Amazon.com, we find robust and consistent evidence that internal control weaknesses are negatively associated with customer satisfaction. Furthermore, the negative association is more pronounced for environment-level (versus other) internal control weaknesses, noncore (versus core) products, and more (versus less) operationally complex firms. Our findings provide initial evidence that ineffective internal control compromises customer satisfaction.
Data Availability: Data are available from the public sources cited in the text.
JEL Classifications: M11; M41; M42; M48.
Anteriormente se han realizado investigaciones relacionadas a la orientación al
mercado y a los resultados que ésta aporta a las empresas, sin embargo poco se
ha estudiado esta relación en condiciones de subsistencia y cómo ésta influye en
el desempeño de productores agrícolas. En Oaxaca el 55 por ciento de la
población vive en comunidades rurales, la mayoría dedicada a la producción
agrícola y al comercio generalmente en mercados locales y de subsistencia, se
ganan la vida luchando diariamente, se mueven en una economía informal y
generalmente carecen de recursos del sector público. No obstante, la solución a
los problemas que enfrentan estos productores agrícolas se encuentra en la
capacidad de organización y desarrollo de los grupos productivos basados en el
conocimiento de sus clientes y competidores.
Organizations of all types have the motivation to perform in a manner that ensures they achieve the objective for which they were founded. To do this, they need to deploy strategies and implement actions that are consistent with their mission and vision. However, success of organizations depends on the cognition and regard about salient features that define a globalized business environment including culture, regulation, societal needs and sustainability concerns. This implies that strategies should be borne of conscience and care which we consider to be outcomes of managers’ cognition of the operating global environment. Drawing from strategic management literature and the socio-cognitive theory, we explore the notion of conscious business performance: what it is, how it can be engendered and the pitfalls to guard against. We then explore present state of affairs, propose questions for reflection and suggest a research agenda. Key takeaways are also included.KeywordsGlobal villageConscienceCognitionOrganizationsPerformance
This study aims to understand some of the main trends in tourist segmentation in the context of fashion tourism, with an emphasis on relationship marketing. The research study brings together a proposed conceptual model to understand some of the main determinants of tourist demand in fashion tourism environments and their behavioral intentions (i.e., satisfaction and loyalty). Fashion tourism is a niche market segment that evolved out of three major sectors: creative tourism, cultural tourism, and shopping tourism. Fashion tourism can be defined as the interaction between Destination Marketing Organizations (DMOs), trade associations, tourism suppliers, and host communities, with people traveling to and visiting a particular place for business or leisure to enjoy, experiment, discover, study, trade, communicate about and consume fashion. The present study represents an important contribution in relation to the management of tourist destinations and the development of the relationship with the consumer. This manuscript is an aid to marketing and management in specific contexts of fashion tourism. The present study has as its main limitation its embryonic stage, not including collection of primary data or development of an empirical study.KeywordsSegmentationFashion tourismTourism marketingRelationship management
The objective of this study is to elaborate a proposal for the implementation of the Balanced Scorecard (BSC), as a differentiating factor for sustainable marketing, in Small and Medium Enterprise (SME) contexts. The aim is to promote and increase improvements in organizational performance and safeguard the need to assess this performance which, in addition to the integrated vision based on financial perspective indicators, takes into account other perspectives with non-financial indicators (e.g. sustainability). A qualitative case study was carried out. From the study carried out, the authors observed that the BSC proved to be a tool capable of providing work teams with an integrated vision of the strategic management carried out by the company, noting that the success of its implementation requires a consensus and involvement of the entire global sustainable structure of the company. From an interdisciplinary perspective, this study aims to contribute to knowledge in the area of financial management, marketing and sustainability in companies. Future studies should allow a generalization of the results through a quantitative study with stakeholders.KeywordsBalanced scorecardSustainabilityDifferentiationEducation marketing
ResearchGate has not been able to resolve any references for this publication.