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Journal articles on the topic 'Balanced scorecard'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Kumalasari, Maria, and Dwi Suhartini. "Perbedaan Pengetahuan Balance Scorecard, Motivasi, dan Kompensasi Kinerja dalam Penerapan Keberhasilan Balance Scorecard (Studi pada Sekolah Singapore National Academy)." Journal of Economics, Business, and Government Challenges 1, no. 1 (2018): 50–61. http://dx.doi.org/10.33005/ebgc.v1i1.9.

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This research aims to examine the different of balance scorecard’s level ofunderstanding, work motivation and performance compensation toward thesuccess of balanced scorecard’s implementation. The better the derstanding ofbalanced scorecard, motivation and performance compensation are expected to increase the use of performance measures that lead to the success balanced scorecard implementation. The implementation of balanced scorecard success is shown in the use of common and unique performance measures in a balance way. The data collection method used 2x2x2 factorial experimental design, wit

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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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Lipe, Marlys Gascho, and Steven E. Salterio. "The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures." Accounting Review 75, no. 3 (2000): 283–98. http://dx.doi.org/10.2308/accr.2000.75.3.283.

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The balanced scorecard is a new tool that complements traditional measures of business unit performance. The scorecard contains a diverse set of performance measures, including financial performance, customer relations, internal business processes, and learning and growth. Advocates of the balanced scorecard suggest that each unit in the organization should develop and use its own scorecard, choosing measures that capture the unit's business strategy. Our study examines judgmental effects of the balanced scorecard—specifically, how balanced scorecards that include some measures common to multi

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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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Ribeiro, Henrique César Melo. "BALANCED SCORECARD." Gestão & Regionalidade 40 (November 6, 2024): e20248637. http://dx.doi.org/10.13037/gr.vol40.e20248637.

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O objetivo deste estudo foi mapear e investigar o desenvolvimento e a estrutura das redes sociais da produção científica do tema Balanced Scorecard publicada nos periódicos científicos nacionais brasileiros indexados na biblioteca eletrônica Scientific Periodicals Electronic Library (SPELL). Metodologicamente, esta pesquisa apropriou-se das técnicas de Análise de Redes Sociais sob as perspectivas da análise de redes sociais one-mode e two-mode. Os principais resultados foram: Sérgio Murilo Petri foi o autor mais profícuo e com o maior degree; a Universidade Federal de Santa Catarina foi a mais

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Brinkmann, A., F. Gebhard, R. Isenmann, U. Bothner, U. Mohl, and B. Schwilk. "Balanced Scorecard." Der Anaesthesist 52, no. 10 (2003): 947–56. http://dx.doi.org/10.1007/s00101-003-0574-z.

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Wiedmann, Klaus-Peter, Clemens Boecker, and Frank Buckler. "Balanced Scorecard." Controlling 17, no. 6 (2005): 335–42. http://dx.doi.org/10.15358/0935-0381-2005-6-335.

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Crispim, Ingrid Aparecida Siqueira, and Vladimir Romeiro. "Balanced Scorecard." Revista Gestão & Sustentabilidade 1, no. 1 (2019): 233–49. http://dx.doi.org/10.36661/2596-142x.2019v1i1.10744.

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Esse artigo relata a implantação do Balanced Scorecard (BSC) como parte de um sistema de gestão e controle em um Escritório Contábil localizado na região do Grande ABC. A metodologia utilizada nesse estudo foi à pesquisa Intervencionista que tem sido proposta como uma alternativa para tornar mais relevantes os resultados das pesquisas acadêmicas para a prática profissional. O objetivo do processo aqui relatado foi à implantação do BSC em um Escritório Contábil, analisando as contribuições do BSC e desta forma verificar se os objetivos da empresa estão alinhados a estratégia da empresa, levanta

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Kink, Natalie. "Balanced scorecard." Controlling & Management 52, no. 4 (2008): 203–5. http://dx.doi.org/10.1007/s12176-008-0073-9.

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Soderberg, Marvin, Suresh Kalagnanam, Norman T. Sheehan, and Ganesh Vaidyanathan. "When is a balanced scorecard a balanced scorecard?" International Journal of Productivity and Performance Management 60, no. 7 (2011): 688–708. http://dx.doi.org/10.1108/17410401111167780.

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11

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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Paramansyah, Arman, Acep Dani Ramdani, Ipan Sopandi, et al. "Konsep Balance Scorecard Dalam Strategi Bisnis dan Pendidikan serta Deskripsi Implementasinya pada SMK Negeri 6 Garut Melalui Pendekatan Manejemen Berbasis Sekolah (MBS)." Reslaj : Religion Education Social Laa Roiba Journal 5, no. 6 (2023): 2885–95. http://dx.doi.org/10.47467/reslaj.v5i6.2669.

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The concept of the Balanced Scorecard has been widely implemented in various business fields, both goods and services, so that by studying this concept the reader can understand the meaning, purpose, benefits, factors that are the key to the successful implementation of the Balanced Scorecard. The purpose of this study is to implement the Balanced Scorecard at SMK NEGERI 6 Garut. This research method uses a qualitative approach with library research methods, both in books, articles, journals, or online media which discusses the analysis of educational management standards accompanied by field

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Megawaty, Aminuddin Hamdat, Andi Makkulawu Panyiwi Kessi, and Panus. "Application Of The Balanced Scorecard As A Measurement Model Of The Balance Of Stakeholder Value Proposition." International Journal of Science, Technology & Management 3, no. 2 (2022): 394–402. http://dx.doi.org/10.46729/ijstm.v3i2.466.

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The balanced scorecard (BSC) is one of the concepts of a managerial performance measurement system that has a function and significance for companies carrying out strategic management by using four measurement perspectives in a systematic and integrated manner. This study uses the balanced scorecard, and management can identify, formulate, and create a value proposition that is balanced and proportionate among its stakeholders (stakeholders). This study aims to determine how the company's performance benchmarks and stakeholder value propositions use the balanced scorecard approach. The type an

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Schalm, Corinne. "Implementing a Balanced Scorecard as a Strategic Management Tool in a Long-Term Care Organization." Journal of Health Services Research & Policy 13, no. 1_suppl (2008): 8–14. http://dx.doi.org/10.1258/jhsrp.2007.007013.

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Background The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decisionmaking. To remedy this, it was decided to introduce a balanced scorecard. Assessment of problem A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number o

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Nasser, Etty Murwaningsari, and Zulfitry Ramdan. "HUBUNGAN BALANCED SCORECARD DENGAN KINERJA PERUSAHAAN BESERTA BEBERAPA FAKTOR YANG MEMPENGARUHI." JURNAL INFORMASI, PERPAJAKAN, AKUNTANSI, DAN KEUANGAN PUBLIK 4, no. 1 (2019): 37. http://dx.doi.org/10.25105/jipak.v4i1.4460.

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<p><em>The objective of this research is to examine the relation between several factors which influence balance scorecard (e.g. organization Size, Product Life Cycle, Market Position) and balance scorecard. The further investigation is to examine the relation between balance scorecard and performance with organization Size, Product Life Cycle, and Market Position as moderating variable. The research examined 20 manufacturing companies in 2007. The primary data were collected by questionairre, and the number of respondent are 20 monetary manager of manufacturing business consist of

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Ela Wati and Epi Fitriah. "Pengaruh Penerapan Balanced Scorecard terhadap Kinerja Karyawan." Bandung Conference Series: Accountancy 5, no. 1 (2025): 263–72. https://doi.org/10.29313/bcsa.v5i1.16476.

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The Samsat Office, as a public service unit, is required to provide excellent service to the community. However, employee discipline issues remain a challenge. This study aims to explain the implementation of the Balanced Scorecard and employee performance at the Samsat Office of Indramayu II Haurgeulis, as well as analyze the influence of the Balanced Scorecard on employee performance at the Samsat Office of Indramayu II Haurgeulis. The research method used in this study is a verificative method with a quantitative approach. Data collection was conducted through questionnaires distributed to

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Iskhak, Iskhak, Dedi Purwana, Agung Wahyu Handaru, and Setyo Ferry Wibowo. "A MODEL IMPLEMENTATION BALANCED SCORECARD IN THE RETAIL INDUSTRY." Jurnal Apresiasi Ekonomi 12, no. 1 (2024): 29–41. http://dx.doi.org/10.31846/jae.v12i1.713.

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The purpose of this research is to identify in the literature the challenges and barriers to implementing the Balanced Scorecard in the retail industry. Previous research has mostly examined its application in the retail industry but did not explain in detail the challenges and obstacles in its application. Therefore, researchers evaluated the Balanced Scorecard framework in the retail industry into a model in the third-generation balanced scorecard framework by Kaplan & McMillan. This research uses systematic literature review to provide the right position in the direction of renewal into

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Irawati, Dias Sukma. "Implementation of the Balanced Scorecard Approach in Industries: A Systematic Literature Review." IJIEM - Indonesian Journal of Industrial Engineering and Management 1, no. 2 (2020): 105. http://dx.doi.org/10.22441/ijiem.v1i2.10161.

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A systematic review is a method used by researchers to identify, assess, and interpret all findings on research topics to be understood from various research perspectives before the researcher conducted the primary research. This article aims to determine which areas the Balanced Scorecard has used and applied using a systematic review method. The Balanced Scorecard is a concept for measuring the performance of an organization with four different perspectives. The preliminary article screening technique used is to review research papers with the keyword "Balanced Scorecard." 30 articles apply

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Malbasic, Ivan, and Frederic Marimon. "A Simplified Balanced ‘Balanced Scorecard’." European Accounting and Management Review 5, no. 2 (2019): 38–60. http://dx.doi.org/10.26595/eamr.2014.5.2.3.

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Varia, K. "A balanced approach [balanced scorecard]." Manufacturing Engineer 84, no. 2 (2005): 40–43. http://dx.doi.org/10.1049/me:20050207.

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Sushil. "How Balanced is Balanced Scorecard?" Global Journal of Flexible Systems Management 9, no. 2-3 (2008): iii—iv. http://dx.doi.org/10.1007/bf03396538.

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Taher, Tasman H. "ANALISIS PENDEKATAN BALANCED SCORECARD MENGUKUR KINERJA PERUSAHAAN." Al-KALAM JURNAL KOMUNIKASI, BISNIS DAN MANAJEMEN 5, no. 1 (2018): 103. http://dx.doi.org/10.31602/al-kalam.v5i1.1337.

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To the face the increase of the current business environment into a more complex situation, a method of performance measurement that can accurately and comprehensively assess the company's performance is essentially needed. In this case the method which can be used is the Balanced Scorecard. The objective of the Balanced Scorecard method is to measure the performance of the company from four perspectives, namely: learning and growth perspective, internal business process perspective, customer perspective and financial perspective.The researcher conducted the research on PLN Palangka Raya Distr

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Gomes, Jorge, and Mário Romão. "The Balanced Scorecard." International Journal of Productivity Management and Assessment Technologies 5, no. 2 (2017): 1–15. http://dx.doi.org/10.4018/ijpmat.2017070101.

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Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balan

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Ziegel, Eric R., R. Kaplan, and D. Norton. "The Balanced Scorecard." Technometrics 40, no. 3 (1998): 266. http://dx.doi.org/10.2307/1271199.

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Werner, Hartmut. "Die Balanced Scorecard." WiSt - Wirtschaftswissenschaftliches Studium 29, no. 8 (2000): 455–58. http://dx.doi.org/10.15358/0340-1650-2000-8-455.

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Gardiner, Chris. "Balanced Scorecard Ethics." Business and Professional Ethics Journal 21, no. 3 (2002): 129–50. http://dx.doi.org/10.5840/bpej2002213/420.

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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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Gane, R., N. Haigh, and A. O'Brien. "A balanced scorecard." Manufacturing Engineer 81, no. 3 (2002): 123–27. http://dx.doi.org/10.1049/me:20020306.

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Kippenberger, T. "The balanced scorecard." Antidote 1, no. 1 (1996): 8–9. http://dx.doi.org/10.1108/eum0000000006388.

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Rimar, S., and S. J. Garstka. "The “Balanced Scorecard”." Academic Medicine 74, no. 2 (1999): 114–22. http://dx.doi.org/10.1097/00001888-199902000-00010.

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Kolb, Susanne, and Daniel Heinemann. "Turnaround-Balanced Scorecard." Controlling 16, no. 12 (2004): 683–88. http://dx.doi.org/10.15358/0935-0381-2004-12-683.

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Schaltegger, Stefan. "Sustainability Balanced Scorecard." Controlling 16, no. 8-9 (2004): 511–16. http://dx.doi.org/10.15358/0935-0381-2004-8-9-511.

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Schäfer, Henry, and Gunner Langer. "Sustainability Balanced Scorecard." Controlling 17, no. 1 (2005): 5–14. http://dx.doi.org/10.15358/0935-0381-2005-1-5.

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Auger, Nathalie, and Denis A. Roy. "The Balanced Scorecard." Canadian Journal of Public Health 95, no. 3 (2004): 233–34. http://dx.doi.org/10.1007/bf03403656.

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Hanif, Hanif. "BEYOND BALANCED SCORECARD." Jurnal Manajemen 11, no. 1 (2021): 1–10. http://dx.doi.org/10.46806/jm.v11i1.806.

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This study aims to explore the meaning of comprehensive performance measurement from the perspective of the individual manager of the Health Service Organization X in Jakarta. The research method uses transcendental phenomenology. Researchers visited to the field, to understand the research site, discuss, and conduct interviews. The results of the discussions and interviews were analyzed according to transcendental phenomenology research procedures, namely noema, finding the most surface meaning, then noesis, the deeper meaning part, then doing ephoce (bracketing), intentional analysis, and ei

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Norton, David. "Beyond Balanced Scorecard." Controlling und Management 49, no. 6 (2005): 382–83. http://dx.doi.org/10.1007/bf03249627.

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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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Fonda, Hendry. "ANALISIS KINERJA MENGGUNAKAN METODE BALANCE SCORECARD DAN NEURO FUZZY (STUDI KASUS PADA STIKES HANG TUAH PEKANBARU)." Jurnal Ilmu Komputer 3, no. 1 (2017): 28. http://dx.doi.org/10.25311/2014/jik.vol3.iss1.20.

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Kinerja suatu organisasi adalah salah satu tolak ukur keberhasil ataupun kegagalan dari organisasi tersebut dalam menjalankan fungsi-fungsi organisasinya. Balanced scorecard adalah salah satu cara untuk mengukur kinerja. Pada balanced scorecard kinerja diukur dari empat (4) perspektif yaitu perspektif keuangan, pelanggan, proses bisnis internal dan pertumbuhan pembelajaran. Jika pada balanced scorecard kriteria diukur dengan mencari rata-rata skor maka salah satu cara untuk mencari nilai skor bisa digunakan neuro fuzzy dalam hal ini ANFIS.Pada ANFIS nilai skor didapat dari hasil training yang

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Sakun, Lesia, Larysa Sukhomlyn, and Yuliia Shyshlova. "BALANCED SCORECARD IN STRATEGY FORMATION AMID TRANSFORMATIONAL PROCESSES." Economic scope, no. 196 (January 17, 2025): 97–104. https://doi.org/10.30838/ep.196.97-104.

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The article investigates the application of the balanced scorecard in shaping management strategies amid transformational processes, emphasizing its importance in aligning strategic goals with dynamic external conditions. Transformational processes significantly impact public and private sector organizations, necessitating adaptive management approaches. This study emphasizes the balanced scorecard as a vital instrument for achieving strategic alignment and enhancing operational efficiency, especially within the framework of state programs. The research methodology combines theoretical analysi

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Wardana, Linda Kusumastuti, and Cici Kurniawati. "Hotel and Restaurant Tax Contribution Analysis to Local Income in Tegal District from 2016 to 2020." AKUNTOTEKNOLOGI 14, no. 2 (2022): 120–27. http://dx.doi.org/10.31253/aktek.v14i2.1799.

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Salah satu aspek penting perusahaan adalah pengukuran kinerja. Pengukuran kinerja ini dapat digunakan untuk menentukan keberhasilan perusahaan dan membangun fondasi untruk desain penghargaan di dalam perusahaan. Balanced Scorecard adalah istilah yang bertujuan untuk menyeimbangkan aspek keuangan dan non keuangan. Tujuan pada penelitian ini Untuk mengetahui kinerja PT Sariguna Primatirta Tbk apabila diukur dengan Balanced Scorecard. Penelitian ini menggunakan Balanced Scorecard untuk mengevaluasi kinerja PT Sariguna Primatirta Tbk dengan menggunakan Balance Scorecard penelitian yang diusu

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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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Chalid, Lukman, Darwis Lannai, and Muhammad Syafi'i A. Basalamah. "Performance Measurement Through Balanced Scorecard Approach." JURNAL MANAJEMEN BISNIS 8, no. 2 (2021): 352–59. http://dx.doi.org/10.33096/jmb.v8i2.896.

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The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stak

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Chalid, Lukman, Darwis Lannai, and Muhammad Syafi'i A. Basalamah. "Performance Measurement Through Balanced Scorecard Approach." Jurnal Manajemen Bisnis 8, no. 2 (2021): 352–59. http://dx.doi.org/10.33096/jmb.v8i2.127.

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The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stak

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Ramandita, Herda Dicky, Ema Utami, and Emha Taufik Lutfi. "Sistem Pengukuran Kinerja Manajemen Untuk Mengevaluasi Tujuan Perusahaan Menggunakan Model Balanced Scorecard Dan Gamification." Creative Information Technology Journal 4, no. 4 (2019): 276. http://dx.doi.org/10.24076/citec.2017v4i4.120.

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Perusahaan adalah setiap bentuk usaha yang melakukan kegiatan secara tetap dan terus–menerus dengan memperoleh keuntungan dan atau laba bersih, baik yang diselenggarakan oleh orang perorangan maupun badan usaha yang berbentuk badan hukum atau bukan badan hukum, yang didirikan dan berkedudukan dalam wilayah negara RI. Kemajuan teknologi yang terus berkembang selalu memberikan perubahan – perubahan baru dalam meningkatkan kualitas dan kinerja suatu perusahaan, dalam era perkembangan teknologi yang semakin kompetitif perusahaan dituntut mampu menyusun menajemen strategis dalam rangka mengembangka

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Aravamudhan, Suhanya, and T. J. Kamalanabhan. "Identifying balance in a Balanced Scorecard system." International Journal of Learning and Change 2, no. 4 (2007): 386. http://dx.doi.org/10.1504/ijlc.2007.017819.

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Novitasari, Budi Tiara. "BALANCED SCORECARD DALAM INSTITUSI PENDIDIKAN LANJUT." Nominal: Barometer Riset Akuntansi dan Manajemen 8, no. 2 (2019): 152–65. http://dx.doi.org/10.21831/nominal.v8i2.26520.

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Abstrak: Balanced Scorecard dalam institusi pendidikan lanjut. Balanced scorecard tidak hanya dikenal sebagai alat pengukur kinerja multidimensional yang menggabungkan aspek keuangan dan keuangan dalam organisasi akan tetapi juga dikenal sebagai sistem stratejik manajemen yang terintegrasi. Berbagai literatur dan penelitian terdahulu telah menganalisa penerapan dan peran balanced scorecard dalam organisasi. Kemampuan balanced scorecard untuk menggabungkan aspek keuangan dan aspek non-keuangan memberikan kesempatan untuk penerapan yang lebih jauh dalam organisasi non-profit, salah satunya adala

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Drajat, Drajat, Usep Setiawan,, Agus Hermawan, Iim Wasliman, Eva Dianawati, and Arman Paramansyah. "Implementasi Konsep Balance Score-Card (BSC) Dalam Peningkatan Kinerja Pada SMPN 1 Cangkuang Kabupaten Bandung." Reslaj : Religion Education Social Laa Roiba Journal 5, no. 6 (2023): 2840–51. http://dx.doi.org/10.47467/reslaj.v5i6.2610.

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Management is essentially a function of structuring all activities in education so that educational goals are achieved within predetermined policy boundaries. The concept of the Balanced Scorecard (BSC) is a concept for how to measure performance in each institution/company. This concept has also begun to be widely adopted by educational actors, one of which is at SMPN 1 Cangkuang, Bandung Regency. The purpose of this study is to analyze the suitability between the process of preparing the Balanced Scorecard in the Education sector, to analyze the suitability between the concept of the Balance

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Thi, Thanh Thuy Tran. "Balanced Score (BSC): Overview." International Journal of Management Sciences and Business Research 09, no. 10 (2020): 407–77. https://doi.org/10.5281/zenodo.4991411.

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<em>Balanced scorecard is one of the modern management methods and is a tool used in many organizations when building operational strategies in the era of information technology boom. On the basis of a combination of different resources, the article outlines the main features of a balance scorecard such as the role, content and process of designing a balance scorecard in an organization for provide additional knowledge and methods for administrators and employees in the organization to apply in building strategies and managing their operations.</em>

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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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Oktari, Vivi, and Sofyan Ashari Nur. "Effectiveness of Strategic Performance and the Impact of Balanced Scorecard on DKI Jakarta Government Achievements." Jurnal Ilmiah Raflesia Akuntansi 10, no. 2 (2024): 903–10. http://dx.doi.org/10.53494/jira.v10i2.663.

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Anggitaningsih, R., Irawan, B., Prihatini, D., & Barokah, I. (2023). The Effect of Balanced Scorecard Understanding on Employee Performance with Career System and Compensation System as Moderating Variable. Calitatea, 24(192), 306–316. Anggitaningsih, R., Irawan, B., Prihatini, D., & Barokah, I. (2023). Pengaruh Pemahaman Balanced Scorecard terhadap Kinerja Karyawan dengan Sistem Karir dan Sistem Kompensasi sebagai Variabel Moderasi. Calitatea, 24(192), 306–316. Bouckaert, G., & Van Dooren, W. (2003). Performance measurement and management in public sector organizations. Bshayreh,

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