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Thematische Bibliographien / Balanced Scorecard evaluation / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Balanced Scorecard evaluation“

Autor: Grafiati

Veröffentlicht am 7. September 2021

Zuletzt aktualisiert am 29. Juli 2025

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Xie, Dongwen, and Hui Deng. "Practice of EVA-Based Balanced Scorecard in the Construction of Performance Evaluation System." Mobile Information Systems 2021 (July 20, 2021): 1–8. http://dx.doi.org/10.1155/2021/5198364.

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In the current era of new economy, the competition between enterprises is becoming increasingly fierce. In many performance evaluation tools, EVA’s balance sheet scorecard has gradually become a more convenient management tool for organizations to implement strategies. The introduction of a balanced scorecard (if used properly) in the company’s performance evaluation will greatly improve the management efficiency of the organization and play a better role in promoting the enterprise to achieve the best resource allocation. This article aims to analyze the status quo of the EVA balanced scoreca

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Libby, Theresa, Steven E. Salterio, and Alan Webb. "The Balanced Scorecard: The Effects of Assurance and Process Accountability on Managerial Judgment." Accounting Review 79, no. 4 (2004): 1075–94. http://dx.doi.org/10.2308/accr.2004.79.4.1075.

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The balanced scorecard is one of the major developments in management accounting in the past decade (Ittner and Larcker 2001). Lipe and Salterio (2000) find that managers ignore one of the key scorecard features, the inclusion of measures that are unique to the strategic objectives of a business unit, when making performance evaluation judgments. This study identifies and tests two approaches to reducing this “common measures bias.” We examine whether increasing effort via invoking process accountability (i.e., requiring managers to justify to their superior their performance evaluations) and/

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Pandey, I. M. "Balanced Scorecard: Myth and Reality." Vikalpa: The Journal for Decision Makers 30, no. 1 (2005): 51–66. http://dx.doi.org/10.1177/0256090920050105.

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The performance improvement process is a critical component of the strategic planning process. Call it by any name, the process is very vital, and it has always been practised by many companies worldwide for a long time. This process has been recently dubbed as the balanced scorecard. The balanced scorecard is a system of combining financial and non-financial measures of performance in one single scorecard. It includes performance measures for four perspectives: financial, customer, internal business processes, and learning and growth (innovation). It need not be restricted to four perspective

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Kasingku, Frisky Jeremy, and Goedono . "THE IMPACT OF A DISAGGREGATION STRATEGY WITH SUPPLEMENTARY DISPLAYS TOWARDS BALANCED SCORECARD PERFORMANCE EVALUATION." Journal of Indonesian Economy and Business 32, no. 3 (2017): 234. http://dx.doi.org/10.22146/jieb.30298.

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Balanced Scorecard has become a popular management tool around the world. Despite its benefits, the balanced scorecard creates a bias called the common- measures bias. The bias associated with a balanced scorecard should be eliminated so that the optimal benefits of the balanced scorecard can be obtained. To eliminate the bias, a disaggregation strategy is suggested. This disaggregation strategy is found to be a mitigation strategy to solve the common-measures bias. However, there is a small amount of empirical evidence about the quality of the decisions produced by using a disaggregation stra

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Ittner, Christopher D., David F. Larcker, and Marshall W. Meyer. "Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard." Accounting Review 78, no. 3 (2003): 725–58. http://dx.doi.org/10.2308/accr.2003.78.3.725.

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This study examines how different types of performance measures were weighted in a subjective balanced scorecard bonus plan adopted by a major financial services firm. Drawing upon economic and psychological studies on performance evaluation and compensation criteria, we develop hypotheses regarding the weights placed on different types of measures. We find that the subjectivity in the scorecard plan allowed superiors to reduce the “balance” in bonus awards by placing most of the weight on financial measures, to incorporate factors other than the scorecard measures in performance evaluations,

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Prasetya, Syarief Gerald. "ANALISIS BALANCE SCORE CARD SEBAGAI SUATU ALAT PENGUKURAN KINERJA PERUSAHAAN (Studi Kasus pada PT. Sierad Produce Tbk.)." Jurnal Ilmiah Binaniaga 7, no. 01 (2019): 61. http://dx.doi.org/10.33062/jib.v7i01.278.

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Information technology era forces a company to find out and to make use new ways to win competition. One of the way that company can go through the competition is to emprove the company performance. Company performance can only be done if the level of the company’s performance in the past and currently known clearly. Analyzing tool which determine the level of company performance is balance scorecard analysis. Balanced scorecard is interpreted as a set of measurement which shows the pictures of the business in brief but comprehensive to the top managers. Balanced scorecard covers the standard

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Malina, Mary A. "The Evolution Of A Balanced Scorecard." Journal of Applied Business Research (JABR) 29, no. 3 (2013): 901. http://dx.doi.org/10.19030/jabr.v29i3.7790.

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Both professionals and academics have long criticized the use of traditional financial performance measures and called for balance in performance measurement systems. In 1992, Kaplan and Norton introduced the Balanced Scorecard and it has been adopted widely around the world and offered as a superior combination of nonfinancial and financial measures of performance. This paper is the result of a 15-year field study of a Fortune 500 companys Balanced Scorecard. Both qualitative and quantitative data were collected to address the following research questions with respect to the Balanced Scorecar

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Pardosi, Ariani Selviana. "THE SCHOOL PERFORMANCE EVALUATION OF SEKOLAH INDONESIA KUALA LUMPUR." Journal of Education Research in Administration and Management (JERAM) 1, no. 1 (2017): 9. http://dx.doi.org/10.29061/jeram.v1i1.6.

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School is an institution of education that managed by many stakeholders. The core of school service provides a public service in education. As a public servicer, school must take a serious effort to maintain its performance .Performance evaluation is kind of effort to maintain and develop quality of service. School evaluation performance should bean integrated evaluated. Balanced scorecard one of the some performance approaches that focusing in many areas- not only financial perspective but also costumer, internal business process , and growth and learning perspective. Balanced scorecard have

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Dian, Dian, and Ega Rahmat Pauzi. "PENDEKATAN BALANCED SCORECARD SEBAGAI ALTERNATIF PENILAIAN KINERJA SEKOLAH." Jurnal Manajemen Pendidikan Islam Al-Idarah 5, no. 2 (2020): 83–87. http://dx.doi.org/10.54892/jmpialidarah.v5i2.69.

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Abstract This study aims to explore the concept of school performance appraisal using the balanced scorecard. Here, the authors attempt to describe the concept of a balanced scorecard that is applicable for the assessment of school performance. The methodology used is qualitative method that relies on a literature review of the literature and research journals. It was found that the concept of the balanced scorecard is a strategic alternative evaluation tool organization that focuses on financial performance. Balanced scorcard base its scoring on four aspects, namely financial, customer,

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Sri Werastuti, Desak Nyoman. "Sustainability Balanced Scorecard and Management Communication in Evaluating A Company’s Performance." Jurnal Ilmiah Akuntansi dan Bisnis 16, no. 1 (2020): 45. http://dx.doi.org/10.24843/jiab.2021.v16.i01.p03.

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This study examines the effectiveness of Sustainability Balance Scorecard (SBSC) and management communication in evaluating company performance. Furthermore, to determine the role of the use of high management communication and the use of the sustainability balanced scorecard in increasing the manager's bonus award decisions. Laboratory experiment was carried out on 94 students of accounting, Faculty of Economics, Ganesha University of Education. Results show that the use of the SBSC influences in evaluating performance. In addition, environmental perspective and the high level of management c

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Hasan, Hamida, and Haslindah Hasan. "Implementation of Balanced Scorecard in Geological Exploration Project Performance Evaluation." Amsir Management Journal 5, no. 1 (2025): 27–33. https://doi.org/10.56341/amj.v5i1.588.

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This research examines the application of the Balanced Scorecard in evaluating the performance of geological exploration projects. Through a qualitative approach, the study explores how the four perspectives of the Balanced Scorecard: financial, customer (stakeholder), internal business processes, and learning and growth. can be adapted to reflect the unique characteristics of geological exploration projects. The results indicate that the Balanced Scorecard, when appropriately adjusted, can be an effective tool for comprehensively evaluating performance, managing risks, and aligning short-term

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Keshavarz, Elham, Masumeh Ftahikenari, Abolfazl Rohani, and Seyed Mohammad Bagheri. "Performance evaluation of banks using balanced scorecard." International Journal of Business Excellence 7, no. 3 (2014): 371. http://dx.doi.org/10.1504/ijbex.2014.060781.

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Fijałkowska, Justyna, and Cidalia Oliveira. "Balanced Scorecard in Universities." Journal of Intercultural Management 10, no. 4 (2018): 57–83. http://dx.doi.org/10.2478/joim-2018-0025.

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Abstract Objective: Performance measurement and reporting leading to greater transparency and accountability of universities have become a challenging issue. Increasingly, universities have been required to provide performance indicators—empirical evidence of their value creation — to the different group of stakeholders. One of the approaches that may be applied by universities is the Balanced Scorecard (BSC). The objective of this paper is to indicate the BSC as a useful tool for the evaluation of the universities’ performance. Methodology: This study is based on the following research method

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Okta Khusna Aisi. "Analisis Evaluatif Manajemen Pemasaran Pada Jenang Dodol Teguh Raharjo Ponorogo Perspektif Balanced Scorecard." At-Tasyri': Jurnal Hukum dan Ekonomi Syariah 1, no. 02 (2020): 36–45. http://dx.doi.org/10.55380/tasyri.v1i02.48.

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Abstract Along with the rapid development of science and technology, the entrepreneurs are required to always do learning and evaluation in order to be able to survive facing competition. Before the balanced scorecard was discovered, companies generally would use the traditional approach of using separate measrement tools such as finance because only the finance parts were easily measured, calculated and analyzed. Throught the balanced scorecard, all company activities can be measured, analyzed, and evaluated in an integrated manner quickly and easily. Balanced scorecard is a tool used t

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Ye, Hongyang. "Problems and Solutions of Balanced Scorecard in Small and Medium Sized Enterprises." Modern Management Forum 4, no. 3 (2020): 82. http://dx.doi.org/10.18686/mmf.v4i3.2404.

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<p>The balanced scorecard is a new dynamic performance management system which is different from the traditional performance evaluation system. It effectively transforms the enterprise’s strategy into four operational dimensions: finance, customer, internal business process, learning and growth. This paper introduces the balanced scorecard and discusses the problems existing in the application of the balanced scorecard in small and medium-sized enterprises. It summarizes the solutions accordingly.</p>

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Sastradinata, Irawan. "Balanced Scorecard as a Method of Assessing the Performance of a Hospital Management System." Open Access Indonesia Journal of Social Sciences 4, no. 1 (2021): 99–103. http://dx.doi.org/10.37275/oaijss.v4i1.34.

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A B S T R A C TThe Balanced Scorecard educates management and organizations to view thecompany as a whole from four perspectives: finance, customers, internal businessprocesses, and learning and growth. The balanced scorecard consists of twowords, namely the scorecard and balanced. The scorecard is a card used to recorda person's / personnel's performance score and plan the score that will beachieved in the future. The results of the comparison between the plansestablished and the actual results that were successfully achieved were used tocarry out the evaluation.The balanced scorecard in this

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Djalil, Noviendri, and Saiful Anwar. "Balanced Scorecard Performance Evaluation Model for Waqf Institution." ZISWAF: JURNAL ZAKAT DAN WAKAF 9, no. 2 (2022): 93. http://dx.doi.org/10.21043/ziswaf.v9i2.13519.

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<p><em>Nazir Professional supports the management and utilization of productive waqf in Indonesia with measurable performance and competence. This study aimed to contribute to the Indonesian Waqf Board in evaluating Nazir's performance and competence in managing productive waqf through Key Performance Indicators (KPI). A descriptive qualitative analysis was conducted on previous studies to examine Nazir's performance and competence through KPIs based on the Balanced Scorecard. KPIs and periodic evaluations could make Nazir work more productively and professionally to increase the g

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Wei, Ling, Wei Xi Zhang, and Wen Zhi Xu. "The Performance Evaluation of Enterprise Informatization Research Based on Dynamic Balanced Scorecard." Advanced Materials Research 981 (July 2014): 249–52. http://dx.doi.org/10.4028/www.scientific.net/amr.981.249.

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The performance evaluation of enterprise informatization not only can accelerate the process of enterprise informatization, but also can avoid trapping in informatization investment. In view of the existing problems in the performance evaluation of enterprise informatization, the paper seeks to combine the use of the balanced scorecard and System dynamics as Dynamic Balanced Scorecard for performance evaluation. It aims to establish a model for the combination of these long-and short-term organisational activities as a framework for evaluating the enterprise informatization performance. Exampl

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Fauzi, Haris, and Nita Hernita. "Company Performance Appraisal Analysis Using Balanced Scorecard At Madjatea Shopperba." Nomico 1, no. 5 (2024): 1–10. http://dx.doi.org/10.62872/qg03n065.

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The problem that occurred at MadjateaMajalengka Department Store was a decrease in sales which resulted in a decrease in store turnover and income. This decrease is an evaluation of the use of the Balance Scorecard performance measurement method that is being tried to be applied.This study aims to determine the performance analysis of MadjateaDepartment Stores using the Balance Scorecard method. The variables used are a financial perspective, customer perspective, internal business perspective and learning and growth perspective. This study uses primary data from questionnaires and secondary d

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Anand, Manoj, B. S. Sahay, and Subhashish Saha. "Balanced Scorecard in Indian Companies." Vikalpa: The Journal for Decision Makers 30, no. 2 (2005): 11–26. http://dx.doi.org/10.1177/0256090920050202.

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There has been growing criticism of financial measures in performance evaluation system in postreform India as they are historic in nature and lack futuristic outlook. Their relevance in the information age, when the companies are building internal assets and capabilities, is questioned. The situation may worsen when the firm is compelled to pursue short-term goals at the cost of the organization's long-term objectives. Kaplan and Norton developed an innovative and multi-dimensional corporate performance scorecard known as the Balanced Scorecard. It compels the firm to align its performance me

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Hwang, Ming-Hon, and Hsin Rau. "Design and planning of the balanced scorecard: A case study." Human Systems Management 26, no. 3 (2007): 217–27. http://dx.doi.org/10.3233/hsm-2007-26307.

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In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, cu

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Hasanah, Nur, and Novita Novita. "VILLAGE FUND: A BALANCED SCORECARD APPROACH." ACCRUALS 3, no. 1 (2019): 106–30. http://dx.doi.org/10.35310/accruals.v3i1.44.

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In public sector organizations the Balanced Scorecard (BSC) is not only used as a tool to assess current performance, BSC can also be used to determine performance targets in the future. The performance is certainly in the form of public service products that are directly acceptable and felt by the community. In village government as organizations that receive Dana Desa program, the implementation of the BSC must be supported by the application of the Dana Desa principle so that the Dana Desa can be used in accordance with its objectives. The purpose of this study is to assess the performance

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Stavropoulou, Eirini, Konstantinos Spinthiropoulos, Konstantina Ragazou, Christos Papademetriou, and Ioannis Passas. "Green Balanced Scorecard: A Tool of Sustainable Information Systems for an Energy Efficient Business." Energies 16, no. 18 (2023): 6432. http://dx.doi.org/10.3390/en16186432.

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A green balanced scorecard allows businesses to monitor their environmental progress and energy use, as well as quantify their achievements toward decreasing their ecological footprint. The scope of the current research is twofold: (i) to highlight the new sustainable profile of the Balanced Scorecard; and (ii) to investigate the contribution of the Sustainable Balanced Scorecard to the achievement of the energy efficiency and environmental goals of businesses. The present research study applies the rigorous bibliometric analysis technique and the PRISMA method for the years 2011–2023 to inves

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Utkin, Alexey. "Digital concept of balanced scorecard for managing production cluster efficiency through GAP-analysis and “direct-costing” system." SHS Web of Conferences 141 (2022): 01003. http://dx.doi.org/10.1051/shsconf/202214101003.

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The evaluation of innovative engines distribution impact for anti-crisis clusterization management of the production system of Ivanovo region on the organization of “direct-costing” system in regional cluster was carried out within digital technology of Balanced Scorecard projections. The article elaborates the conceptual GAP-analysis model within the application of the integrated digital concept of Balanced Scorecard for the improvement of “direct-costing” process in the management accounting of cluster-forming enterprises. Using collective and distributive accounting mechanisms and GAP-analy

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Yanshao, Niu. "Research on Evaluation Indicators of Tax Policy Performance for Technology Innovating Enterprises: Based on Balanced Scorecard." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 3, no. 2 (2012): 27. http://dx.doi.org/10.24212/2179-3565.2012v3i2p27-33.

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Evaluation indicator is the basis of evaluation. Firstly, this paper constructed a evaluationindicator system referred to tax policy performance to technology innovation enterprisefrom four dimensions based on balanced scorecard. Secondly, we used the analytic hierarchyprocess to calculate the weights of strategic level, target layer, index layer and indicators in theoverall weight of the balanced scorecard. Lastly, fuzzy mathematics model was employed tocalculate the membership degree of the indicators.

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Deng, Xiaojun. "Study on the Application of Balanced Scorecard in A Company." Academic Journal of Management and Social Sciences 5, no. 3 (2023): 67–70. http://dx.doi.org/10.54097/hi1wy9va.

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Based on the theory of performance evaluation and the existing research, taking high-tech Electric Company A as the research object, the current situation and the existing problems in performance evaluation are analyzed. Thirdly, based on the balanced scorecard, the index system of performance evaluation is established from four dimensions. Finally, put forward targeted implementation suggestions. Through the research, the conclusion is drawn: the introduction of the balanced scorecard theory, the decomposition of enterprise strategic objectives, and the construction of the performance evaluat

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Lukyanov, I. S., and A. V. Borodin. "Evaluation of human resource management efficiency in IT companies based on a balanced scorecard." Economics and Management 31, no. 5 (2025): 602–12. https://doi.org/10.35854/1998-1627-2025-5-602-612.

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Aim. The work aimed to develop a balanced scorecard of quantitative indicators of the efficiency of strategic human resource management in IT companies of the Russian Federation (RF).Objectives. The work seeks to analyze existing methodological approaches to assessing the efficiency of human resource management; to identify key factors and goals of human resource management in IT companies in a specific scorecard; to compile a balanced scorecard of human resource management efficiency for IT companies.Methods. The study employed methods of comparative analysis of approaches to assessing effici

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Prause, Gunnar. "A Green Corridor Balanced Scorecard." Transport and Telecommunication Journal 15, no. 4 (2014): 299–307. http://dx.doi.org/10.2478/ttj-2014-0026.

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AbstractGreen transport corridors represent trans-shipment routes with a concentration of freight traffic between major hubs and long distances of transport marked by reduced environmental and climate impact. Important characteristics of green corridors are their network structures, their transnational character and their high involvement of public and private stakeholders, including political level requiring new governance models. Network-oriented controlling of green transport corridors require new concepts and instruments concentrating on multi-dimensional evaluation of collective strategie

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Dirapradja, Harwin Wardhana, Arief Daryanto, and Lukman M. Baga. "Performance Evaluation of PT. Bank Mandiri Tbk based on Balanced Scorecard Method." International Journal of Research and Review 8, no. 11 (2021): 175–90. http://dx.doi.org/10.52403/ijrr.20211124.

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Competing companies not only increase in terms of the number of competitors, but also in terms of the intensity of competition. Today many companies use traditional measurement systems, in such systems there are still shortcomings in providing the information needed to measure and manage all the competencies that can trigger a company's competitive advantage. Given the current business competition environment that is so tight, Bank Mandiri certainly needs a precise performance measurement system that can provide a point of view on the business as a whole in order to compete and even excel in c

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Bielavitz, Tom. "The Balanced Scorecard: A Systemic Model for Evaluation and Assessment of Learning Outcomes?" Evidence Based Library and Information Practice 5, no. 2 (2010): 35. http://dx.doi.org/10.18438/b83s5h.

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Objective – The goal of this paper is to explore using Kaplan and Norton’s balanced scorecard methodology as a systemic model for outcomes assessment. The expectations of academic accrediting agencies have shifted from measurement of inputs and outputs to that of the library’s impact on learning and demonstrating accountability. Recent literature has presented methods for performing specific aspects of outcomes assessment. However, the scorecard methodology may provide a systemic advantage beneficial to library administrators and managers.  Methods – This paper provides a selective

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Limanjaya, Albert. "Balanced Scorecard Design at PT X Construction Services Company." International Journal of Review Management Business and Entrepreneurship (RMBE) 3, no. 1 (2023): 87–98. http://dx.doi.org/10.37715/rmbe.v3i1.3935.

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This thesis aims to design a balanced scorecard for PT X, a family-owned construction company which has yet to implement a quantifiable performance evaluation system. The decision to use balanced scorecard is based on the company’s need to create an understanding of its strategy across the company ranks, and to help with strategy execution. This research is conducted based on qualitative methodology, with case study approach. Data collection is done through in-depth interview with the company’s director and managerial staff to better understand the company’s strategic objectives and to set tar

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Tunggul, Adi Mora, Rizal Isnanto, and Oky Dwi Nurhayati. "Evaluasi Kinerja Organisasi Publik Dengan Menggunakan Pendekatan Balanced Scorecard dan Analytic Network Process." JURNAL SISTEM INFORMASI BISNIS 6, no. 2 (2016): 124. http://dx.doi.org/10.21456/vol6iss2pp124-132.

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Balanced scorecard is a strategic business management method that links performance evaluation to vision and strategies using a multidimensional set of financial and nonfinancial performance metrics. This study examined both quantitative data for the proposed Analytic Network Process method. The purpose of this research is to build a model that combines the Balanced Scorecard approach and Analytical Network Process to assist in the performance evaluation of public organizations tax services. Balanced Scorecard concept is applied to determine the hierarchy of the financial perspective, customer

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Raisuli, Raga Bumi, and Uly Amrina. "Revolutionizing Success: Unleashing the Power of Sustainability Balanced Scorecard for Optimal Performance in Transportation Services." IJIEM - Indonesian Journal of Industrial Engineering and Management 5, no. 3 (2025): 853. https://doi.org/10.22441/ijiem.v5i3.25027.

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This study aimed to understand and analyze the performance measurement system within transportation service companies, focusing on the Sustainability Balanced Scorecard approach. Specifically, it outlined a process for developing a performance measurement strategy for PT Maju Logistik Transportindo, utilizing the Sustainability Balanced Scorecard (SBSC) and Analytical Hierarchy Process (AHP) methodologies. The research revealed prevalent issues often overlooked in transportation service companies during their internal assessments. Previously, PT Maju Logistik Transportindo's performance assess

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Medianson, Medianson, Danes Jaya Negara, Fitria Husnatarina, Lelo Sintani, Meitiana Meitiana, and Luluk Tri Harinie. "Perancangan Balanced Scorecard Sebagai Alat Penentuan Strategi." Edunomics Journal 4, no. 2 (2023): 236–44. http://dx.doi.org/10.37304/ej.v4i2.10463.

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This study aims to analyze the main strategies that must be developed, analyze strategic objectives, analyze performance measures and recommend managerial implications of the Non-Tax State Budget Subdivision of the Finance Department of the University of Palangka Raya based on the Balance Scorecard perspective. The results of environmental analysis using descriptive analysis, evaluation of internal factors, evaluation of external factors, and the internal-external matrix selected an intensive product development strategy as the main strategy for the Non PNPB Subdivision of the University of Pa

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Mohammed, Ahmed Al-Afif. "Adopting an environmental balanced scorecard as a mechanism to rehabilitate the environment of business organizations and activate its role in sustainable development." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 10 (2018): 488–95. https://doi.org/10.5281/zenodo.1468918.

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The relationship between environmental indicators as a mechanism environmental rehabilitation and the task of measuring and evaluating environmental performance and competitiveness is a complex relationship that needs to look for an appropriate performance appraisal model. Some experts see compliance with environmental requirements as an additional burden that increases production costs and harms the competitiveness of firms and industrial sectors, where others insist that environmental indicators are a useful mechanism to improve production efficiency and reduce negative impacts on the enviro

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Liedtka, Stephen L., Bryan K. Church, and Manash R. Ray. "Performance Variability, Ambiguity Intolerance, and Balanced Scorecard-Based Performance Assessments." Behavioral Research in Accounting 20, no. 2 (2008): 73–88. http://dx.doi.org/10.2308/bria.2008.20.2.73.

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This study extends prior research on general Balanced Scorecard (BSC) evaluation tendencies (e.g., Lipe and Salterio 2000; Ittner et al. 2003; Banker et al. 2004) by documenting that patterns in BSC evaluations vary with a quality of the evaluator. Specifically, using data from an experimental performance assessment exercise, we find that evaluators' “ambiguity intolerance” (Budner 1962) influences their reaction to variation among performance measures within a BSC category. Further, we find that increased variation within a BSC category causes ambiguity-intolerant evaluators to give lower per

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Mendez Bravo, Julio Cesar, Manuel Alberto Mendez Bravo, and Claudia Jeaneth Bolaños Piedrahita. "The Balanced Scorecard and performance measurement in Higher Education Institutions." Universidad Ciencia y Tecnología 26, no. 113 (2022): 148–57. http://dx.doi.org/10.47460/uct.v26i113.580.

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The present investigation carries out an analysis of the Balanced Scorecard as a tool that allows the measurement of the management performance of Higher Education Institutions through the development of indicators. The object of the study is to analyze whether the Balanced Scorecard is an efficient tool in performance measurement for Higher Education Institutions, for which qualitative research was carried out using the literature review methodology, finding that it is a tool that has been applied by different Higher Education Institutions worldwide with favorable results, basing the use of t

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Adisel, Adisel. "Evaluasi Kinerja Program Studi di Pendidikan Tinggi Perspective Balance Score." Journal of Administration and Educational Management (Alignment) 2, no. 1 (2019): 1–10. http://dx.doi.org/10.31539/alignment.v2i1.613.

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The purpose of this study is to find out how to evaluate the performance of study programs in higher education perspective balance score. The method used in this study is a mix of methods between quantitative and qualitative research methods. Program evaluation and quality assurance have become important elements in the efforts to continuously improve public rehabilitation programs and community-based rehabilitation organizations. higher education, (2) whether there is an increase in higher education performance, the study program is seen from the perspective of the balanced scorecard. This ar

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Abdelraheem, Abubkr. "Mediating influence of total quality management between just-in-time techniques and projects performance evaluatio." Journal of Project Management 10, no. 2 (2025): 301–12. https://doi.org/10.5267/j.jpm.2025.1.008.

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The main objective of the present research is to evaluate the influence between just-in-time technique (JIT) and total quality management TQM in project performance evaluation (PPE) in the paint industry; and to identify the important factors that should be considered for the successful application of JIT in project management in the paint industry ar Riyadh Governorate. A questionnaire was distributed to administrators, economists and accountants in the paint industry. The study used the partial least squares program for analysis purposes. The results indicated that the just-in-time technique

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Aly, Ahmed Hussein, and Mohamed Elsayed Mansour. "Evaluating the sustainable performance of corporate boards: the balanced scorecard approach." Managerial Auditing Journal 32, no. 2 (2017): 167–95. http://dx.doi.org/10.1108/maj-04-2016-1358.

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Purpose The purpose of this paper is to develop a method for evaluating the sustainable performance of corporate boards using the balanced scorecard approach. Also, the paper aims to determine the need and relevance of the proposed method in the evaluation process by testing the differences in the relative importance of the proposed method measures on a sample of the Egyptian manufacturing companies. Design/methodology/approach Data were collected using a questionnaire list and personal interviews with three different population samples: board members, managers of manufacturing companies and f

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Janjić, Ljubica, Ljiljana Arsić, and Žaklina Anđelković. "Effects of marketing indicators application on brand evaluation." Bizinfo Blace 13, no. 2 (2022): 91–98. http://dx.doi.org/10.5937/bizinfo2202091j.

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The brand, as a relational capital segment,, represents the intangible assets. Not only influencing the company performance, the value of the brand determines the future growth and development. This paper presents a comparative literature review, which provides a basis for creating a framework of the most valuable marketing measures for brand evaluation. Marketing metrics are selected on certain criteria, which are determined by the marketing managers. The results presented in this paper should indicate the effects on the company performance from the correct selection of marketing indicators f

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Abdelkarim, ELMOUMEN, MOUSSA Abdelkader, and MESSAOUDI Abdelhamid. "The importance of balanced scorecard in assessing the general performance of Companies A Case study Adrar milk Company." Journal of Economic Growth and Entrepreneurship JEGE 5, no. 2 (2021): 171–85. https://doi.org/10.5281/zenodo.4473323.

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<em>The performance appraisal process in the organization is an important process, it helps in making decisions and correcting deviations as well as helping to implement the programs and strategies developed by the institution, and the balanced scorecard is considered among the good methods of performance evaluation. As this method appeared to cover the deficiency shown by the traditional methods of performance appraisal, which are based on evaluating the financial aspects and neglecting the non-financial aspects, as this research paper aims to give a clear picture of the balanced scorecard fo

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Urquhart, Christine, and Dina Tbaishat. "Reflections on the value and impact of library and information services." Performance Measurement and Metrics 17, no. 1 (2016): 29–44. http://dx.doi.org/10.1108/pmm-01-2016-0004.

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Purpose – The purpose of this paper is to examine frameworks (such as scorecards) for ongoing library assessment and how business process modelling contributes in Part 3 of the series of viewpoint papers. Design/methodology/approach – Reviews the statistical data collection for strategic planning, and use of data analytics. Considers how to organise further value explorations. Compares macro-frameworks (balanced scorecard, values scorecard) and micro-frameworks for library assessment. Reviews the evidence on business process modelling/re-engineering initiatives. Describes how the Riva approach

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Jalaliyoon, Neda, Nooh Abu Bakar, and Akbariah Mohd Mahdzir. "Enhanced balanced scorecard framework for performance evaluation of universities." International Journal of Society Systems Science 12, no. 4 (2020): 286. http://dx.doi.org/10.1504/ijsss.2020.112405.

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Flórez Oviedo, Néstor Eduardo, and Maria Camila Jimenez Tabares. "Comprehensive Evaluation of Constructivist Methodologies from the Balanced Scorecard." Cuadernos de Administración 36, no. 67 (2020): 16–30. http://dx.doi.org/10.25100/cdea.v36i67.8663.

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It is common to evaluate university courses through the opinion of those involved in the training process, responding to a Likert-type evaluation format to synthesize teaching performance. This research arises with the intention of comprehensively evaluating the development of a course, including all the actors involved in the academic process. The main objective of this research is to determine the effectiveness of the constructivist training method in the business administration program, being evaluated from the Balanced Scorecard (CMI) and other administrative management tools; from the per

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Alhyari, Salah, Moutaz Alazab, Sitalakshmi Venkatraman, Mamoun Alazab, and Ammar Alazab. "Performance evaluation of e‐government services using balanced scorecard." Benchmarking: An International Journal 20, no. 4 (2013): 512–36. http://dx.doi.org/10.1108/bij-08-2011-0063.

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Hsu, Yu-Lung, and Chun-Chu Liu. "Environmental performance evaluation and strategy management using balanced scorecard." Environmental Monitoring and Assessment 170, no. 1-4 (2009): 599–607. http://dx.doi.org/10.1007/s10661-009-1260-7.

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Barnardo, Catherine, and Amin Jivanni. "Evaluating the Fraser Health Balanced Scorecard — A Formative Evaluation." Healthcare Management Forum 22, no. 2 (2009): 49–60. http://dx.doi.org/10.1016/s0840-4704(10)60466-8.

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Jalaliyoon, Neda, Akbariah Mohd Mahdzir, and Nooh Abu Bakar. "Enhanced balanced scorecard framework for performance evaluation of universities." International Journal of Society Systems Science 12, no. 4 (2020): 286. http://dx.doi.org/10.1504/ijsss.2020.10034548.

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El Dardery, Ola I. S., Ismail Gomaa, Adel R. M. Rayan, Frendy, Ghada El Khayat, and Sara H. Sabry. "Using Fuzzy TOPSIS and Balanced Scorecard for Kaizen Evaluation." Business Systems Research Journal 14, no. 1 (2023): 112–30. http://dx.doi.org/10.2478/bsrj-2023-0006.

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Abstract Background Kaizen is a very important continuous improvement technique; however, measuring kaizen results/benefits have not been clearly and comprehensively addressed by the literature. Objectives This paper aims to propose a kaizen measuring system by integrating a Balanced Scorecard (BSC) and a Fuzzy Technique for Order Performance by Similarity to Ideal Solution (Fuzzy TOPSIS). Methods/Approach Three research instruments were distributed to kaizen experts to allocate kaizen benefits into the four BSC perspectives. The best measures of kaizen benefits were determined by employing th

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