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Journal articles on the topic 'Balanced scorecard (Management) – Ethiopia'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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1

Bobe, Belete Jember, Dessalegn Getie Mihret, and Degefe Duressa Obo. "Public-sector reforms and balanced scorecard adoption: an Ethiopian case study." Accounting, Auditing & Accountability Journal 30, no. 6 (2017): 1230–56. http://dx.doi.org/10.1108/aaaj-03-2016-2484.

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Purpose The purpose of this paper is to examine adoption of the balanced scorecard (BSC) by a large public-sector health organisation in an African country, Ethiopia as part of a programme to implement a unified sector-wide strategic planning and performance monitoring system. The study explains how this trans-organisational role of the BSC is constituted, and explores how it operates in practice at the sector-and organisation-levels. Design/methodology/approach The study employs the case-study method. Semi-structured interview data and documentary evidence are analysed by drawing on the conce

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2

Kaplan, Robert S. "The balanced scorecard: comments on balanced scorecard commentaries." Journal of Accounting & Organizational Change 8, no. 4 (2012): 539–45. http://dx.doi.org/10.1108/18325911211273527.

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PurposeThe purpose of this paper is to provide the author's insights about five papers written in this volume about his published work on the balanced scorecard (BSC).Design/methodology/approachThe author's comments are based on his personal writing, teaching, speaking about, and implementing the BSC during the past 20 years.FindingsThe author finds that academic commentary on the BSC often ignores its role in strategy execution.Research limitations/implicationsThe commentary is unique to the author's personal experiences and may not be generalizable to other scholars who have not shared the s

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VIOLET, J. JERLIN, and H. JOSIAH H.JOSIAH. "Performance Management Using Balanced Scorecard." Indian Journal of Applied Research 4, no. 4 (2011): 1–3. http://dx.doi.org/10.15373/2249555x/apr2014/239.

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Oliveira, Cidália, Amaia Oliveira, Justyna Fijałkowska, and Rui Silva. "Implementation of Balanced Scorecard." Management 26, no. 1 (2021): 169–88. http://dx.doi.org/10.30924/mjcmi.26.1.10.

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Contemporary organizations need to follow their performance over a continuous period, as the short period is not enough to provide complete control. Bearing this in mind, performance measurement indicators must be reflecting the organizational strategy, not just in the short term, but also in the medium and long term. In the past, especially in industrial enterprises, a high interest in measuring organizational performance was noted. Afterward, the need for effective performance management has also gained increased recognition and interest in Higher Education Institutions (HEIs). Considering t

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Inamdar, Noorein S., Robert S. Kaplan, Mary Lou Helfrich Jones, and Rita Menitoff. "The Balanced Scorecard." Quality Management in Health Care 8, no. 4 (2000): 21–39. http://dx.doi.org/10.1097/00019514-200008040-00004.

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Länsiluoto, Aapo, and Marko Järvenpää. "Greening the balanced scorecard." Business Horizons 53, no. 4 (2010): 385–95. http://dx.doi.org/10.1016/j.bushor.2010.03.003.

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Roberts, Michael L., Thomas L. Albright, and Aleecia R. Hibbets. "Debiasing Balanced Scorecard Evaluations." Behavioral Research in Accounting 16, no. 1 (2004): 75–88. http://dx.doi.org/10.2308/bria.2004.16.1.75.

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Lipe and Salterio (2000) found that superiors disregarded half of the information when using a Balanced Scorecard to evaluate the performance of two divisional managers. Only common measures affected the superiors' holistic evaluations, defeating the purpose of the Balanced Scorecard. Our study examines whether disaggregating the Balanced Scorecard results in evaluations consistent with the intent of the Balanced Scorecard approach. Results indicate the disaggregated strategy allows superiors to utilize unique as well as common measures, thus overcoming the common-measures bias. In addition, w

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Pimenta Da Gama, António. "A balanced scorecard for marketing." International Journal of Business Performance Management 18, no. 4 (2017): 476. http://dx.doi.org/10.1504/ijbpm.2017.10007483.

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Maltz, Alan C., Aaron J. Shenhar, and Richard R. Reilly. "Beyond the Balanced Scorecard:." Long Range Planning 36, no. 2 (2003): 187–204. http://dx.doi.org/10.1016/s0024-6301(02)00165-6.

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Thakkar, Jitesh, S. G. Deshmukh, A. D. Gupta, and Ravi Shankar. "Development of a balanced scorecard." International Journal of Productivity and Performance Management 56, no. 1 (2006): 25–59. http://dx.doi.org/10.1108/17410400710717073.

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Hladchenko, Myroslava. "Balanced Scorecard – a strategic management system of the higher education institution." International Journal of Educational Management 29, no. 2 (2015): 167–76. http://dx.doi.org/10.1108/ijem-11-2013-0164.

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Purpose – The purpose of this paper is to focus on the comparative analysis of the Balanced Scorecards of four higher education institutions and aims to define the general framework of the Balanced Scorecard for the higher education institution which concerns: the structure and elements of the Balanced Scorecard; development of the Balanced Scorecards on the different levels of the management system of the higher education institution; definition of the main functions of the Balanced Scorecard which it performs in the process of the strategic management of the German higher education instituti

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Lestari, Rina Anggi, and Achmad Slamet. "Management of Performance Management Using Balanced Scorecard Method." Management Analysis Journal 7, no. 4 (2018): 481–93. http://dx.doi.org/10.15294/maj.v7i4.26881.

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The aims of this research is to describe and analyze the level of performance management of RSUD Dr. Soeselo Kabupaten Tegal using the Balanced Scorecard method. Sampling was carried out by incidental sampling the sample size was determined using the formula slovin and obtained 100 respondens. Data collection methods used are documentation and questionnaires. The analytical method used is descriptive quantitative analysis. The results obtained, in 2015-2017 performance of the financial perspective was considered good. Cutomer perspective performance is considered good. The performance of learn

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THOMPSON, KENNETH R., and NICHOLAS J. MATHYS. "The Aligned Balanced Scorecard:." Organizational Dynamics 37, no. 4 (2008): 378–93. http://dx.doi.org/10.1016/j.orgdyn.2008.07.006.

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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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Skotnický, Peter. "BALANCED SCORECARD AS A STRATEGIC TOOL FOR MANAGEMENT OF PUBLIC ADMINISTRATION." CBU International Conference Proceedings 3 (September 19, 2015): 253–57. http://dx.doi.org/10.12955/cbup.v3.650.

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Balanced Scorecard is one of the modern methods of management, which is currently applied mainly by progressive organizations of the private sector. The subjected method was recently implemented into financial management, which is the key to the process of management of the organization in relation to the achievement of business goals. This suggests that the Balanced Scorecard could help improve managing process in public administration, which should lead to its improved efficiency. The aim of this article is to highlight the possibility of using the Balanced Scorecard in the management of pub

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Gupta, Gaurav, and Stephen B. Salter. "The Balanced Scorecard beyond Adoption." Journal of International Accounting Research 17, no. 3 (2018): 115–34. http://dx.doi.org/10.2308/jiar-52093.

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ABSTRACT Utilizing the theoretical underpinnings of the actor-network theory (ANT) and neo-institutional theory, we develop and test a model of the relationship between organizational culture and the use of the balanced scorecard (BSC). The data are collected from 1,126 top management and other employees in 48 manufacturing companies in India. After primary data collection and using path analysis, we find that the usage of the BSC is dependent on organizational culture. Organizations that are future and performance oriented with a high level of power distance have higher levels of BSC usage. T

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Patel, Brijesh, Thierry Chaussalet, and Peter Millard. "Balancing the NHS balanced scorecard!" European Journal of Operational Research 185, no. 3 (2008): 905–14. http://dx.doi.org/10.1016/j.ejor.2006.02.056.

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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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Gunduz, Murat, and Burak Simsek. "A strategic safety management framework through balanced scorecard and quality function deployment." Canadian Journal of Civil Engineering 34, no. 5 (2007): 622–30. http://dx.doi.org/10.1139/l06-163.

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The aim of this paper is to propose a safety management framework for construction companies. A literature review was carried out to identify significant factors that would improve safety performance. Two management tools—namely, the balanced scorecard and quality function deployment (QFD)—were used to construct the framework. Strategic goals were established for each of the following perspectives of the balanced scorecard: financial and cultural, employee, process, and learning. Afterwards, a questionnaire was prepared using the QFD approach. The goals in the financial and cultural perspectiv

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Даринская, Вера, and Vera Darinskaya. "TOTAL QUALITY MANAGEMENT IN THE BALANCED SCORECARD." Russian Journal of Management 7, no. 2 (2019): 106–10. http://dx.doi.org/10.29039/article_5d4846bcf28ab0.80956136.

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The article deals with the problems of strategic management of an economic entity, the formation of its information base on the basis of the system of General quality management (TQM). Special attention is paid to the balanced scorecard (BSC) as the most promising direction of accumulation and obtaining information necessary for making informed management decisions in the short and long term, which is especially important in an unstable economic situation.

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21

Khan, Imran Ahmad. "The Balanced Scorecard: Strategic Planning and Management." Prabandhan: Indian Journal of Management 5, no. 5 (2012): 47. http://dx.doi.org/10.17010//2012/v5i5/60204.

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Khan, Imran Ahmad. "The Balanced Scorecard: Strategic Planning and Management." Prabandhan: Indian Journal of Management 5, no. 5 (2012): 47. http://dx.doi.org/10.17010/pijom/2012/v5i5/60204.

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23

Tase, Adrian, and Carolina Nicolae. "Balanced scorecard, management tool in hospitals reform." Management in Health XII, no. 1 (2008): 11–14. http://dx.doi.org/10.5233/mih.2008.0004.

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Lin Moe, Tun, Fritz Gehbauer, Stefan Senitz, and Marc Mueller. "Balanced scorecard for natural disaster management projects." Disaster Prevention and Management: An International Journal 16, no. 5 (2007): 785–806. http://dx.doi.org/10.1108/09653560710837073.

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Ceynowa, Klaus, André Coners, and Heinz Lothar Grob. "Management universitärer Informationsdienste mit der Balanced Scorecard." Controlling 15, no. 9 (2003): 475–80. http://dx.doi.org/10.15358/0935-0381-2003-9-475.

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26

Emerling, Izabela. "BALANCED SCORECARD AND ITS ROLE COMPANY MANAGEMENT." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 514 (2018): 108–15. http://dx.doi.org/10.15611/pn.2018.514.10.

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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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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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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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Rompho, Nopadol. "The balanced scorecard for school management: case study of Thai public schools." Measuring Business Excellence 24, no. 3 (2020): 285–300. http://dx.doi.org/10.1108/mbe-02-2019-0012.

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Purpose This study aims to develop and empirically test the balanced scorecard for public schools in Thailand. Design/methodology/approach Data were obtained from 3,351 public schools in Thailand. Structural equation modelling was used as a statistical tool to analyse the data. Findings The results showed that there are cause-and-effect relationships between students, internal processes and learning and growth perspectives in the balanced scorecard. Nevertheless, a relationship with the resources perspective was not found. Research limitations/implications The sampled schools in this study mig

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Kaplan, Robert S., and David P. Norton. "Linking the Balanced Scorecard to Strategy." California Management Review 39, no. 1 (1996): 53–79. http://dx.doi.org/10.2307/41165876.

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Punniyamoorthy, M., and R. Murali. "Balanced score for the balanced scorecard: a benchmarking tool." Benchmarking: An International Journal 15, no. 4 (2008): 420–43. http://dx.doi.org/10.1108/14635770810887230.

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Aldrianto, Hendi, and Hady Efendy. "Performance Management KPP Pratama Jakarta Tamansari Dua Based on Balanced Scorecard (BSC)." Case Studies in Business and Management 4, no. 2 (2017): 87. http://dx.doi.org/10.5296/csbm.v4i2.11842.

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This research is conducted based on the success of achieving goals in companies that require effective management system, efficient and have the competitiveness in managing human resources owned. Through a good performance management system, the company can manage the performance of human resources owned so that it can work optimally and can achieve company goals. The effort of tax office (KPP) Pratama Jakarta Tamansari Dua in order to create effective and efficient performance management, which has competitiveness so that it can support productivity through applying a balanced scorecard (BSC)

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Čergić, Fuad, and Emira Kozarević. "The impact of performance analysis on the financial management and control at public universities in Bosnia and Herzegovina Federation." Management 24, no. 2 (2019): 145–53. http://dx.doi.org/10.30924/mjcmi.24.2.10.

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Organizations in today’s extremely competitive environment need to devote significant time, energy as well as human and financial resources to the measurement of their efficiency, in order to increase their profit, reduce costs, better plan their assets and manage their budgets, as well as to improve budget controls and risk assessment. Therefore, they need performance models, including the Balanced Scorecard. Primarily intended for profit organizations, the Balanced Scorecard is today used in the public sector, as well. This paper presents the research into the utilization of the Balanced Sco

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Maharani, Anggun. "PENERAPAN BALANCED SCORECARD PADA DEPARTMENT HUMAN RESOURCES MANAGEMENT PT XYZ." JURNAL MANAJEMEN PENDIDIKAN DAN ILMU SOSIAL 1, no. 1 (2020): 324–36. http://dx.doi.org/10.38035/jmpis.v1i1.266.

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Balanced Scorecard adalah salah satu sarana dalam pengukuran kinerja dalam sebuah organisasi. Balanced Scorecard mampu menterjemahkan pencapaian visi dan misi perusahaan dengan menggunakan 4 persepktif yaitu Keuangan, Pelanggan, Proses Bisnis Internal serta Pembelajaran dan Pertumbuhan. Pengukuran kinerja menjadi salah satu hal yang penting dalam sebuah perusahaan agar perusahaan dapat melakukan analisa dan pengukuran terkait dengan aktitas-aktifitas strategi serta memonitor kinerja strategi dalam usaha pencapaian visi dan misi perusahaan. Penelitian ini bertujuan untuk melakukan analisa pener

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Huda, Miftahul, and Rhoni Rodin. "Balanced Scorecard Sebagai Alternatif Tool Sistem Manajemen Sekolah Abad 21." Tadbir : Jurnal Studi Manajemen Pendidikan 4, no. 2 (2020): 201. http://dx.doi.org/10.29240/jsmp.v4i2.1619.

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This paper aims to analyze the balanced scorecard as an alternative tool for school management systems in the 21st century as it is today. This research uses a qualitative approach with descriptive analysis. Data collection techniques carried out by literature review / literature study relating to the concept of balanced scorecard and school management. The results showed that the concept of balanced scorecard is not only used for work measurement systems, but also used as a management system. This Balanced Scorecard can be used for the development of measurement systems as well as a means, wh

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Brege, Staffan, Per Olof Brehmer, and Jakob Rehme. "Managing supplier relations with balanced scorecard." International Journal of Knowledge Management Studies 2, no. 1 (2008): 106. http://dx.doi.org/10.1504/ijkms.2008.016447.

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Modell, Sven. "The politics of the balanced scorecard." Journal of Accounting & Organizational Change 8, no. 4 (2012): 475–89. http://dx.doi.org/10.1108/18325911211273482.

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Schauß, Joachim, Bernhard Hirsch, and Matthias Sohn. "Functional fixation and the balanced scorecard." Journal of Accounting & Organizational Change 10, no. 4 (2014): 540–66. http://dx.doi.org/10.1108/jaoc-11-2012-0114.

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Purpose – This paper aims to examine how balanced scorecard (BSC) users change their judgement processes according to qualitative changes in the BSC. Prior experimental studies have found that decision-makers do not fully adapt their judgements according to changes in financial reports, known as functional fixation. Although previous research has examined functional fixation in several management accounting-related disciplines, the research has not been completely successful in developing a deeper understanding of the cognitive processes that are responsible for the occurrence of this judgemen

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Körnert, Jan. "Perspektiven der Balanced Scorecard: Eine theoretisch-konzeptionelle Analyse zur Auswahl geeigneter Balanced Scorecard-Perspektiven für Kreditinstitute." Zeitschrift für Planung & Unternehmenssteuerung 17, no. 2 (2006): 155–76. http://dx.doi.org/10.1007/s00187-006-0164-8.

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Braam, Geert J. M., Jos Benders, and Stefan Heusinkveld. "The balanced scorecard in The Netherlands." Journal of Organizational Change Management 20, no. 6 (2007): 866–79. http://dx.doi.org/10.1108/09534810710831064.

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Ahn, Heinz. "How to individualise your balanced scorecard." Measuring Business Excellence 9, no. 1 (2005): 5–12. http://dx.doi.org/10.1108/13683040510588792.

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Korhonen, Jouni, and Rupert J. Baumgartner. "The industrial ecosystem balanced scorecard." International Journal of Innovation and Sustainable Development 4, no. 1 (2009): 24. http://dx.doi.org/10.1504/ijisd.2009.024854.

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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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Kozlov, Aleksandr, Irina Zaychenko, and Ànna Smirnova. "Strategic approach to environmental management: case of Russian chemical enterprise." E3S Web of Conferences 110 (2019): 02091. http://dx.doi.org/10.1051/e3sconf/201911002091.

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The article substantiates the need to integrate environmental aspects in a balanced scorecard (BSC) to improve the efficiency of environmental management system at chemical plants. For environmental management, the balanced scorecard serves as a convenient management tool that is able to provide relevant and timely information on the environmental aspects of the refinery.

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46

Djan, Ismulyana. "ANALYSIS OF BALANCED SCORECARD PERSPECTIVE IN PRIVATE COLLEGE MANAGEMENT AS A BASIC OF LECTURER PERFORMANCE ASSESMENT (Case Study of Computer Science College of Binaniaga)." Management Journal of Binaniaga 3, no. 02 (2018): 71. http://dx.doi.org/10.33062/mjb.v3i2.260.

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The application of Balanced Score in a college institution especially lecturer performance is a new case, Computer Science College of Binaniaga is one that applies and utilizes this knowledge to develop strategic planning, implement and evaluate using balanced scorecard, the research is based on the implementation of the balanced scorecard theory developed by Kaplan and Norton through a case study at STIKOM Binaniaga college, the result of the study can illustrate that researchers can develop a strategy map and plan the balanced scorecard performance of STIKOM Binaniaga lecturers, where four b

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47

Chavan, Meena. "The balanced scorecard: a new challenge." Journal of Management Development 28, no. 5 (2009): 393–406. http://dx.doi.org/10.1108/02621710910955930.

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48

Strang, Kenneth David. "Education Balanced Scorecard for Online Courses." Journal of Cases on Information Technology 12, no. 3 (2010): 45–61. http://dx.doi.org/10.4018/jcit.2010070103.

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This case presents a best-practice in higher education, whereby a balanced scorecard approach was used to assess the effectiveness of a distance education (online) course in an accredited business degree program at an Australian public university. The assessment rubric was created by applying the concept of the balanced scorecard (from management science) to measure student performance, satisfaction, as well as content and delivery effectiveness. Performance was derived from the course grades while a validated survey instrument was utilized to gather estimates of all other factors from the stu

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Fitriyani, Zenita Afifah. "Pengaruh Sistem informasi manajemen pemasaran, kualitas pelayanan dan word of mouth terhadap capaian balanced scorecard serta dampaknya terhadap Kinerja perusahaan di Sunrise Mall Mojokerto." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 1, no. 2 (2018): 67–76. http://dx.doi.org/10.32616/jbr.v1i2.101.

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The purpose of this research is: To know the effect simultaneously, partially, most dominantly, indirectly Management information system marketing, service quality and word of mouth to achievement of balanced scorecard and its impact to company performance at Sunrise Mall Mojokerto. This research is explanatory research. the total population in this study only 21 people. In this study the authors use multiple linear regression analysis techniques with path analysis to determine the influence of direct / direct effect and indirect effect / indirect effect. From the research result can be conclu

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Sadowska, Beata, and Adam Lulek. "Logistics costs and balanced scorecard in business management." Ekonomiczne Problemy Usług 120 (2015): 91–104. http://dx.doi.org/10.18276/epu.2015.120-07.

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