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Journal articles on the topic 'Unternehmen Balanced Scorecard Implementation'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Zimmermann†, Gebhard, and Thorsten Jöhnk. "Balanced Scorecard und öffentliche Unternehmen." Verwaltung & Management 10, no. 2 (2004): 89–91. http://dx.doi.org/10.5771/0947-9856-2004-2-89.

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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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3

Upadhyay, Archana Yemeshvary Ashok, Ashok Kumar Upadhyay, and Sasmita Palo. "Strategy Implementation Using Balanced Scorecard." Management and Labour Studies 38, no. 4 (2013): 447–69. http://dx.doi.org/10.1177/0258042x13516596.

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4

Steven, Marion, and Lisa Grandjean. "Balanced Scorecard für Smart Industrial Product Service Systems." Controlling 33, no. 1 (2021): 13–20. http://dx.doi.org/10.15358/0935-0381-2021-1-13.

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Die Digitalisierung eröffnet produzierenden Unternehmen neue Möglichkeiten, Produkte, Prozesse und Geschäftsmodelle zu transformieren. So werden Problemlösungen in Form von industriellen Produkt-Service Systemen (IPSS), einer kundenspezifischen Kombination von Sach- und Dienstleistungen, zu smarten IPSS erweitert. Der Beitrag beschreibt ein Performance Management zur Steuerung dieser komplexen Angebote.

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Marr, Bernard, and Andy Neely. "Balanced Scorecard: Die richtige Softwareanwendung für strategieorientierte Unternehmen auswählen." Controlling und Management 47, no. 4 (2003): 237–40. http://dx.doi.org/10.1007/bf03254184.

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6

Kunz, Jennifer. "Der Einfluss der Balanced Scorecard auf Lernprozesse in Unternehmen." Zeitschrift für Planung & Unternehmenssteuerung 20, no. 1 (2009): 105–28. http://dx.doi.org/10.1007/s00187-009-0072-9.

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7

Zieger, Thomas. "Der Einfluss von unternehmensübergreifenden Vernetzungsbeziehungen auf Balanced Scorecards von Primärgenossenschaften - Eine Interdependenzanalyse am Beispiel von Kreditgenossenschaften." Zeitschrift für das gesamte Genossenschaftswesen 57, no. 1 (2007): 52–64. http://dx.doi.org/10.1515/zfgg-2007-0106.

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Abstract Die Balanced Scorecard in ihrer Grundform ist fokussiert auf isoliert agierende, gewinnmaximierende Unternehmen in einem durch Konkurrenz geprägten Umfeld. Dies entspricht jedoch nicht den realen Gegebenheiten bei Genossenschaften. Am Beispiel des genossenschaftlichen Finanz Verbunds wird gezeigt, dass die Balanced Scorecard erst dann zu einem nützlichen Führungs- und Berichtswerkzeug auch für Genossenschaften werden kann, wenn genossenschaftsspezifische Einflussgrößen auf die Wertschöpfung berücksichtigt werden.

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8

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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9

Yemeshvary Ashok Upadhyay, Archana, and Sasmita Palo. "Engaging employees through balanced scorecard implementation." Strategic HR Review 12, no. 6 (2013): 302–7. http://dx.doi.org/10.1108/shr-08-2012-0057.

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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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Widyasari, N. L. G., and N. R. Adi. "BALANCED SCORECARD IMPLEMENTATION IN THE GOVERNMENT HOSPITAL." Russian Journal of Agricultural and Socio-Economic Sciences 93, no. 9 (2019): 285–91. http://dx.doi.org/10.18551/rjoas.2019-09.30.

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12

Šenková, Anna, and Radka Lúchavová. "IMPLEMENTATION OF BALANCED SCORECARD IN SPA COMPANY." Acta academica karviniensia 18, no. 4 (2018): 79–88. http://dx.doi.org/10.25142/aak.2018.030.

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13

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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Taufik, Deni Ahmad, Humiras Hardi Purba, and Hasbullah Hasbullah. "Balanced Scorecard: Literature Review and Implementation in Organization." Operations Excellence: Journal of Applied Industrial Engineering 13, no. 1 (2021): 111. http://dx.doi.org/10.22441/oe.2021.v13.i1.012.

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The balanced scorecard is a formal management technique for developing, implementing, and managing business strategies. It isn't easy to ascertain the technique's success. Most of the literature on its implementation is put out by those with a vested interest in its success as a commercial product. Much has been written about barriers to strategy implementation but not specifically to implementing a balanced scorecard. The literature review in this paper shows that studies on BSC implementation in corporate organizations focus on improving organizational performance, assisting in decision maki

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Kanungo, Purbi Dey. "Implementation of balanced scorecard in libraries of India." Gyankosh- The Journal of Library and Information Management 8, no. 2 (2017): 19. http://dx.doi.org/10.5958/2249-3182.2017.00010.7.

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Chen, Hueiling, Rong Ruey Duh, and Judy Chuan Chuan Lin. "The determinants of implementation stages of balanced scorecard." International Journal of Management and Decision Making 7, no. 4 (2006): 356. http://dx.doi.org/10.1504/ijmdm.2006.010243.

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17

Atkinson, Helen. "Strategy implementation: a role for the balanced scorecard?" Management Decision 44, no. 10 (2006): 1441–60. http://dx.doi.org/10.1108/00251740610715740.

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18

Greiling, Dorothea. "Balanced scorecard implementation in German non‐profit organisations." International Journal of Productivity and Performance Management 59, no. 6 (2010): 534–54. http://dx.doi.org/10.1108/17410401011063939.

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Quesado, Patrícia, Beatriz Aibar Guzmán, and Lúcia Lima Rodrigues. "Advantages and contributions in the balanced scorecard implementation." Intangible Capital 14, no. 1 (2018): 186. http://dx.doi.org/10.3926/ic.1110.

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20

von Eisenhart Rothe, Anna. "Ideen umsetzen – Ziele erreichen." physiopraxis 5, no. 04 (2007): 48–51. http://dx.doi.org/10.1055/s-0032-1308064.

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Warum nur ist es so schwer, in der eigenen Praxis umfassende Veränderungen umzusetzen und diese dauerhaft zu verfolgen? Eine Frage, die sich Physiotherapeuten immer dann stellen, wenn es mal nicht so gut läuft und sich unnütze Routinen immer wieder durchsetzen. Praxismanagement mit der Balanced Scorecard unterstützt Unternehmen dabei, gezielt an Projekte heranzugehen und diese auch fortlaufend umzusetzen.

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21

Leonova, O. G. "Balanced Scorecard for Repair Shipyards." World of Transport and Transportation 17, no. 2 (2019): 130–44. http://dx.doi.org/10.30932/1992-3252-2019-17-2-130-144.

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To achieve success in the production sphere, any business entity must be able to quickly adapt to changing market conditions. Its financial and economic activities largely depend on speed of obtaining information, besides financial data, about factors influencing the results of both the daily work of the enterprise and achievement of long-term strategic goals. One of the effective methods of implementing the strategy in a form that is acceptable for a competitive environment is Balanced Score Card (BSC).The article substantiates the need for its implementation in the practice of Russian repair

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22

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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23

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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PRAPTOMO, HERI. "Addressing Public Accountability through Implementation of Balanced Scorecard: Study Case on Directorate of Government Debt Securities, Ministry of Finance." Jurnal BPPK : Badan Pendidikan dan Pelatihan Keuangan 10, no. 2 (2017): 10. http://dx.doi.org/10.48108/jurnalbppk.v10i2.39.

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Accountability is something that needs to be in place on every business activity particularly on public sector. Parties who are assigned with authority/power in a certain public organization should be accountable. They will be watched and controlled by other parties, such as supreme audit board, society, and non-government organization, who require explanation and justification of their conduct. One of means to answer the need of accountability in governmental activities is the performance management, that is broadly designed to guide the organization achieving its visions or objectives, foste

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Lisda ramadhani, Yudi rahman. "Implementation of the Balanced Scorecard as a Measuring Tool Performance at PT. Noor Thoibah Banjarbaru." Jurnal Ilmiah Ekonomi Bisnis 6, no. 2 (2020): 164–75. http://dx.doi.org/10.35972/jieb.v6i2.346.

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ABSTRACT Implementation of the Balanced Scorecard as a Measuring Tool Performance at PT. Noor Thoibah Banjarbaru Yudi Rahman The purpose of this study is to provide input in terms of measuring the correct and relevant Balanced Scorecard based on the theory and standards of financial accounting which are a form of business accountability and company management performance. In this study the method used is the Balanced Scorecard. The Balanced Scorecard measures the company's performance from: 1. Growth and Learning Perspective, 2. Internal business process perspective, 3. Customer perspective, a

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Braam, Geert, and Ed Nijssen. "Exploring antecedents of experimentation and implementation of the balanced scorecard." Journal of Management & Organization 17, no. 6 (2011): 714–28. http://dx.doi.org/10.1017/s1833367200001139.

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AbstractAdoption of management innovations like the balanced scorecard is generally a complex process. Many subdecisions are involved and customization is often required before firms can enjoy the benefits of these innovations. Consequently, firms tend to experiment before finally implementing such complex innovations. We develop a framework differentiating between antecedents of experimentation with and actual implementation of the balanced scorecard, a distinction that has largely been neglected in the literature. Focusing on a small set of firms that experimented with the balanced scorecard

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Braam, Geert, and Ed Nijssen. "Exploring antecedents of experimentation and implementation of the balanced scorecard." Journal of Management & Organization 17, no. 6 (2011): 714–28. http://dx.doi.org/10.5172/jmo.2011.714.

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AbstractAdoption of management innovations like the balanced scorecard is generally a complex process. Many subdecisions are involved and customization is often required before firms can enjoy the benefits of these innovations. Consequently, firms tend to experiment before finally implementing such complex innovations. We develop a framework differentiating between antecedents of experimentation with and actual implementation of the balanced scorecard, a distinction that has largely been neglected in the literature. Focusing on a small set of firms that experimented with the balanced scorecard

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28

Wijaya, Natalia, and Andry Irwanto. "RANCANGAN BALANCED SCORECARD DALAM PENCAPAIAN SASARAN STRATEGIK." Jurnal Ekonomi dan Bisnis Airlangga 30, no. 2 (2020): 135. http://dx.doi.org/10.20473/jeba.v30i22020.135-150.

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Introduction: This study to help the company evaluate the implementation strategies its is intended to design performance measurement using balanced scorecard in a light brick manufacturing company.Methods: This study uses uses qualitative in collecting data methods for designing Balanced ScorecardResults: The results showed that the company had a vision, mission, and strategy in making light bricks but it had not yet been translated into action. In the financial perspective the company driven by strategic goals in the form of increased revenue and cost efficiency. On the perspective of its ta

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Glova, Jozef, and Beáta Gavurová. "IKT SUPPORT OF BALANCED SCORECARD SYSTEM'S IMPLEMENTATION IN SLOVAKIA." Acta academica karviniensia 13, no. 4 (2013): 44–55. http://dx.doi.org/10.25142/aak.2013.062.

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30

Handoko, Jesica, and Tineke Wehartaty. "STRATEGIC BALANCED SCORECARD IMPLEMENTATION IN CONTROLLING BIAS AND CONFLICT." Polish Journal of Management Studies 15, no. 1 (2017): 57–65. http://dx.doi.org/10.17512/pjms.2017.15.1.06.

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Lassoued, Kaïs. "Balanced scorecard implementation in higher education: An Emirati perspective." Corporate Ownership and Control 15, no. 3-1 (2018): 205–16. http://dx.doi.org/10.22495/cocv15i3c1p5.

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Considering the lack of research focusing on the use of the Balanced Scorecard (BSC) as performance evaluation tool in Emirati higher education institutions, the main purpose of the study is to present a basis for a more general BSC model helping higher education managers in UAE environment for evaluating and managing the performance of their institutions. This paper is based on the case study as a research method. However, the relevance of this case study lies in the use of a joint approach combining SWOT analysis and BSC and generating an integrated strategic management system. The study com

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Farneti, Federica. "Balanced scorecard implementation in an Italian local government organization." Public Money & Management 29, no. 5 (2009): 313–20. http://dx.doi.org/10.1080/09540960903205964.

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Qushtom, Thaer Faisal Abdelrahim. "The Implementation of Balanced Scorecard in Jordanian Islamic Banks." International Journal of Financial Research 11, no. 5 (2020): 105. http://dx.doi.org/10.5430/ijfr.v11n5p105.

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Balanced Scorecard (BSC) has always played an effective role in improving entities' performance. Therefore, it was widely adopted in entities in developed and developing countries. As a relatively new form of banks in the banking sector, exploring the extent of implementation of the BSC perspectives in Islamic banks in developing countries, and its impact on their performance will shed the light on the weaknesses and strengths in the strategic planning systems in these banks. Accordingly, these banks could improve their strategic planning systems. To attain that, two integrated questionnaires

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Josey, Chuck, and Il-woon Kim. "Implementation of the balanced scorecard at Barberton citizens hospital." Journal of Corporate Accounting & Finance 19, no. 3 (2008): 57–63. http://dx.doi.org/10.1002/jcaf.20386.

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35

Pollack, G. A., and O. V. Ufimtseva. "The practical implementation of enterprise balanced scorecard analysis system." SHS Web of Conferences 35 (2017): 01107. http://dx.doi.org/10.1051/shsconf/20173501107.

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36

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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Dias, Rui Manuel Ferreira, and Alexandra Tenera. "Integrating Balanced Scorecard and Hoshin Kanri a review of approaches." Independent Journal of Management & Production 11, no. 7 (2020): 2899–924. http://dx.doi.org/10.14807/ijmp.v11i7.1137.

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This paper discusses how companies can make their Strategic Thinking, Strategic Planning, and also discusses the integration of the Balanced Scorecard (BSC) and Hoshin Kanri (HK) approaches and then suggests and exemplifies an integrated model that could facilitate company’s strategic deployment and implementation. A literature review of Balanced Scorecard and Hoshin Kanri conducted to provide a comprehensive understanding of each approach. The article discusses six integrated Balanced Scorecard / Hoshin Kanri models identified in the literature. The research work revealed differences and conv

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Mafini, Chengedzai, David R. I. Pooe, and Hebert Nqcobo. "Factors Contributing To The Unsuccessful Implementation Of The BSC In A South African Provincial Treasury Department." International Business & Economics Research Journal (IBER) 13, no. 6 (2014): 1539. http://dx.doi.org/10.19030/iber.v13i6.8950.

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This study investigated the factors that contributed to the unsuccessful implementation of the Balanced Scorecard in a provincial government department in South Africa. The study was inspired by the unsatisfactory attempt to introduce the Balanced Scorecard as a performance measurement system in that department in the year 2009. Data were collected through a questionnaire comprising of two sections. The questionnaire was administered to 81 managers and employees who were on the approved establishment of the department in 2009. The factors contributing to the failure of the program were extract

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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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Terziev, Venelin, Margarita Bogdanova, Dimitar Kanev, and Мarin Georgiev. "USES OF THE STRATEGIC CARD IN THE REPUBLIC OF BULGARIA’S LAND FORCES." vol 5 issue 15 5, no. 15 (2019): 1231–37. http://dx.doi.org/10.18769/ijasos.592082.

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The aim of this study is to gather sufficient evidence and arguments in order to prove to society that during the process of change in thinking and especially of effective practical implementation of management models such as the balanced scorecard model, high levels of efficiency can be achieved on all hierarchical levels in systems key for the society and the state. The authors explores opportunities for the effective implementation of the model and trialling it in different systems and levels of management. Keywords: strategic card, land forces, balanced scorecard model, implementation.

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Widaningrum, Dyah Lestari, and Ivanaldy Kabul. "Implementasi Balanced Scorecard pada Unit Usaha Kecil Menengah: Studi Kasus sebuah Restoran di Jakarta." ComTech: Computer, Mathematics and Engineering Applications 5, no. 2 (2014): 1031. http://dx.doi.org/10.21512/comtech.v5i2.2359.

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Increasing competition requires companies both large and small, to be more productive and innovative, therefore, companies need to be supported by an effective performance measurement system. In this research, the implementation of a balanced scorecard in SMEs engaged in the management of a restaurant, for a chance to be more superior and to compete amid the rapid development of the restaurant sector. Strategic map based on four perspective of Balanced Scorecard was defined, completed with agreement of strategic objective and measurement. This implementation give evidence that even with many l

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Mehralian, Gholamhossein, Jamal A. Nazari, Golnaz Nooriparto, and Hamid Reza Rasekh. "TQM and organizational performance using the balanced scorecard approach." International Journal of Productivity and Performance Management 66, no. 1 (2017): 111–25. http://dx.doi.org/10.1108/ijppm-08-2015-0114.

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Purpose The purpose of this paper is to examine the relationship between the implementation of total quality management (TQM) and organizational performance, using the balanced scorecard (BSC) approach. Design/methodology/approach In order to investigate the relationship between TQM and BSC, a questionnaire was developed and distributed to 30 largest pharmaceutical distribution companies in Iran. Structural equation modeling was used to evaluate the measurement model and to test the research hypotheses using the data from 933 completed questionnaires. Findings The results supported the researc

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Rahmanto, Basuki Toto, and Ester Karen. "ANALISIS IMPLEMENTASI PENGUKURAN KINERJA BERBASIS BALANCED SCORECARD." Jurnal Riset Manajemen dan Bisnis (JRMB) Fakultas Ekonomi UNIAT 3, no. 3 (2018): 395–404. http://dx.doi.org/10.36226/jrmb.v3i3.157.

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The purpose of this research is to analyze the implementation of performance measurement based on a balaced scorecard for government agencies with a case study on KPP Jakarta Pasar Rebo. This study was a descriptive-quantitative research through case studies with quantitative methods. The data used are primary data from the results of a questionnaire given to all taxpayers in KPP Pratama Jakarta Pasar Rebo and secondary data from the documentation. The results obtained from this study showed the performance measurement using the balanced scorecard for all three perspectives: customer satisfact

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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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45

Valmohammadi, Changiz, and Azadeh Servati. "Performance measurement system implementation using Balanced Scorecard and statistical methods." International Journal of Productivity and Performance Management 60, no. 5 (2011): 493–511. http://dx.doi.org/10.1108/17410401111140400.

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Pereira, Maria Manuela, and Nuno Filipe Melão. "The implementation of the balanced scorecard in a school district." International Journal of Productivity and Performance Management 61, no. 8 (2012): 919–39. http://dx.doi.org/10.1108/17410401211277156.

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Braam, Geert, and Ed Nijssen. "Exploring antecedents of experimentation and implementation of the balanced scorecard." Journal of Management & Organization 17, no. 6 (2011): 714–28. http://dx.doi.org/10.5172/jmo.2011.17.6.714.

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48

Tseng, Ming-Lang. "Implementation and performance evaluation using the fuzzy network balanced scorecard." Computers & Education 55, no. 1 (2010): 188–201. http://dx.doi.org/10.1016/j.compedu.2010.01.004.

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Kasurinen, Tommi. "Exploring management accounting change: the case of balanced scorecard implementation." Management Accounting Research 13, no. 3 (2002): 323–43. http://dx.doi.org/10.1006/mare.2002.0191.

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Arif, Muhammad. "Sustainable management of national resources through implementation of balanced scorecard." Management of Environmental Quality: An International Journal 32, no. 5 (2021): 1112–29. http://dx.doi.org/10.1108/meq-12-2020-0294.

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Abstract:

PurposeThis study has been undertaken to find as to how the Pakistan defense services being resource-intensive organizations can help to secure the natural environment and achieve sustained national development by adopting modern management concepts like the balanced scorecard (BSC) while not compromising on their core aim of achieving strategic national defense objectives. With this main purpose in mind, this study focused on locating the core functionalities of Pakistan armed services to be adopted as the key perspectives for building their BSCs.Design/methodology/approachThis study is quant

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