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PurposeThis study aims to see the influence of a balanced scorecard (BSC) to determine the performance of banks in Palestine. Among the institutions that influence the economy of any country is the banking sector. Despite the influence of this sector on the economic policies and implementation in Palestine, there appears to be the difficulty of the appropriate approach to measuring its performance. Various techniques have failed to be efficient and effective. It creates an impulse to investigate the impact of a BSC in estimating the performance of banks in Palestine.Design/methodology/approachThis study adopted a descriptive design of the ex-post facto type with a sample of 126 senior bank staff randomly selected from fourteen Palestinian banks. In total, 3 hypotheses were raised and tested using Pearson's product-moment correlation analysis and multiple linear regression analysis at 0.05 level of significance.FindingsThe result showed that bank performance positively correlated with internal business process perspective (r = 0.633, p < 0.01), followed by customers’ perspective (r = 0.338, p < 0.01), financial perspective (r = 0.321, p < 0.01) and learning and growth perspective (r = 0.230, p < 0.01). While regression analysis showed that the most potent factor was internal business process perspective (Beta = 0.670, t = 10.320, p < 0.01), followed by learning and growth perspective (Beta = 0.185, t = 2.812, p < 0.01) and customers’ perspective (Beta = 0.150, t = 2.469, p < 0.05) and financial perspective (Beta = 0.100, t = 2.200, p < 0.05). This implies that a unit increase in internal business process perspective, learning and growth perspective and customer's perspective will increase bank performance by 67%, 18.5%, 15% and 10%, respectively.Practical implicationsAmong others, it was recommended that employees be exposed to the BSC model and its principles through continuous train as to ensure adequate application and implementation for enhanced bank performance. Administrators and stakeholders should ensure that the properties of each dimension of the BSC model are adequately worked on for easy fulfillment of the potentials in the model. It creates an avenue for a full-fledge organization with a workable customer, financial, internal business process, learning and growth perspective.Originality/valueThis is an initial study that used a BSC to determine the performance of banks in Palestine. Prior researchers overlook BSC dimensions composite and relative effect on the prediction of bank performance in Palestine.

The study focuses on the application of the Balanced Scorecard (BSC) model for stakeholder clustering in the field of residential construction. The BSC model is a powerful strategic management tool that allows organizations to evaluate their activities from four main perspectives: financial, customer, internal processes, and learning and growth. In the context of construction, particularly residential, this approach enables a clear definition of the interests and priorities of various stakeholder groups, such as investors, buyers, contractors, and suppliers, allowing for effective interaction with them throughout the project’s lifecycle. Special attention is given to the use of BSC for classifying stakeholders based on their influence and role at different stages of the project. Stakeholder clustering allows for the optimization of interaction processes, reducing risks and improving productivity in construction works. An important aspect is also the integration of modern information technologies, such as BIM, for automating management processes, which significantly reduces transaction costs and ensures accuracy in project decision-making. The BSC model in residential construction allows for the implementation of a comprehensive approach to project management, determining the effectiveness of interaction with each stakeholder group and minimizing potential negative impacts at each stage. The selection of appropriate criteria for each stakeholder group contributes to achieving the company’s strategic goals, ensuring economic efficiency, reducing risks, and improving customer satisfaction. The BSC model also serves as a foundation for long-term planning, as it allows construction companies to consider not only economic but also social and environmental aspects of their activities. Applying this model in residential construction ensures more transparent management, enhances investment effectiveness, and helps reduce costs at each project stage. Furthermore, the integration of digital tools, such as BIM, enables the automation and optimization of processes, further enhancing efficiency and accuracy in decision-making.

he Balanced Scorecard is one of the alternative performance measure that aims to combine the size of financial and non financial performance. This measurement is the result of a process based on its mission and strategy of a firm. There are four aspects that are measured in the Balanced Scorecard (BSC), financial perspective, customer perspective, internal business process perspective, growth and learning perspective. In practice, the Ministry of Finance there are four perspectives, stakeholder perspective, consumer perspective, internal business process perspective, learning and growth perspective. From these results it can be seen that after applying the balanced scorecard method of performance resulting higher performance compared to the prior application of the balanced scorecard method. So it can be concluded that the measurement of performance after the implementation of the balanced scorecard method compares favorably with the performance measurements before the application of balanced scorecard. With the balanced scorecard method of performance of the company's non-financial aspects can be measured and evaluation materials to help the organization achieve its intended purpose. Keywords : Performance Assessment, Balanced Scorecard

&lt;p align="center"&gt;&lt;strong&gt;&lt;em&gt;ABSTRACT&lt;/em&gt;&lt;/strong&gt;&lt;strong&gt;&lt;em&gt;&lt;/em&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p align="center"&gt;&lt;strong&gt;&lt;em&gt; &lt;/em&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt;Micro Small Medium Enterprises (MSMEs) as an organization is required to have a good performance. Performance is becoming a world issue today. This happens as a consequence of the public demand for the need for excellent service or high quality service. Quality is inseparable from the standard, because performance is measured by standards. Through performance, it is expected to demonstrate its professional contribution significantly in improving the quality of service affecting general service to the organization in which it works, and the ultimate impact is on the quality of life and welfare of the community.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;In order for the performance of MSMEs is good then the measuring tool is needed to know how far the success rate performance of MSMEs itself. One tool to measure performance is to use a balance scorecard. Balance scorecard is a measure of company performance strategy integrated in 4 perspectives that is financial perspective, customer, internal process and learning and growth.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;Balance scorecard is a management system mechanism capable of translating organizational vision and strategy into real action in the field. Balance Scorecard is one of the management tools that has been proven to help many companies in implementing its business strategy. Balance Scorecard is expected to generate strategic decisions to improve the performance of MSMEs.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;Balance scorecard will measure in 4 perspectives, namely the financial perspective that is about Increased revenue and cost efficiency. In the customer perspective will be measured on increasing the number of customers and reduce the number of customer complaints. In an internal perspective the process will be analyzed on improving service process time and after-sales service efficiency. In the learning and growth perspective will be analyzed on improving employee skills and retaining employee retention.&lt;/em&gt;&lt;em&gt;&lt;/em&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt; &lt;/em&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt;Keywords : Micro Small Medium Enterprises (MSMEs), Balance Scorecard, Performance&lt;/em&gt;&lt;em&gt;&lt;/em&gt;&lt;/p&gt;

Performance is the result of an effort that is used to fulfill the achievements of a person or organization. Company performance can be used as a benchmark in knowing the success of the company's strategy, besides that performance measurement also shows the contribution of workers in improving an achievement in accordance with the company's goals and objectives. This study aims to analyze the relationship between balanced scorecards, namely financial perspective, customer perspective, internal business process perspective, learning perspective and growth on financial performance in consumer goods industry companies listed on the IDX for the 2019-2022 period. With a total sample of 160 samples in the research period for 4 years. The sampling technique used in this study was purposive sampling. With quantitative descriptive data analysis techniques. Based on the results of the financial perspective with measurements using ROE and ROA ratios, average performance results with a good level of performance are obtained. The customer perspective shows the same results as the financial perspective with a good level of performance. As for the perspective of business and internal processes, the results show average performance with a fairly good level of performance. The learning and growth perspective shows excellent performance level results in the company

This research presents an optimal model to evaluation solar photovoltaic industry operation performance. The proposed model was applied the Balance Scorecard (BSC) model to construct a framework for solar photovoltaic industry. The BSC model is helps to define the hierarchy with five perspectives that are customer, financial, internal business process, learning and growth and risk. Next, the relative weights of evaluative criteria are then determined by using the analytical hierarchy process (AHP). Finally, followed by ranking of the photovoltaic industries operation performance can to assist decision makers evaluating in solar photovoltaic industry. BSC and AHP-based decision-making method for constructing evaluation methods, which can provide solar photovoltaic industry decision makers or investor with a valuable reference for evaluating the operation performance. Importantly, the proposed model can assist the administrators to assess the operation performance of solar photovoltaic industry, improving applicability for academic and commercial purposes.

This paper aimed to clarify the role that the Balanced Scorecard (BSC) as a performance measurement tool in the company of Algeria Post. The BSC is a strategic performance management system, has been proven suitable for the public sector as the financial aspect is not their only concern. The BSC is « A multidimensional performance measurement system that should serve as decision support for managers. It includes indicators of progress and delay as well as internal and external indicators. It organizes the measures in a coherent system around four balanced perspectives: financial perspective, customer perspective, internal process, learning, and growth ». (Kaplan. S &amp; Norton, 2004, P186). This study focused to improve the company of Algeria Post overall performance, the management control systems established should be re-evaluated and its tools should be improved to ensure reactivity in the decision-making and the measuring of the company performance. Our work consists of proposing a new approach to the performance management system for the model of the BSC as a performance measurement tool in the company of Algeria Post. The purpose of this article is to answer the main question of the study: should the company rely on the balanced scorecard as a performance measurement tool to achieve its strategic goals? First able, we counted on the stages of scientific research by gathering information about the company of Algeria Post, after that to conduct our study, we opted for a qualitative approach, using documentary research, interviews, and observation as tools for data collection. In the course of our designing of the proposed model of the BSC for the company. During our design of the proposed model of the balanced scorecard for the company we decided to follow a specific methodology to obtain the desired results taking into account the governmental nature of the organization of the company’s. We deemed it necessary to apply a public sector BSC model, using a top-down principle from (Kaplan and Norton, 2014) combined with the implementation procedures described in the theoretical side by (Alain Fernandez, 2013). It is noted that through the performance indicators of the customer perspective that the company realized some respectful objectives, but most of them are short lived ones, simultaneously, the internal processes perspective was the most performing by focusing on improving the quality of electronic services and the commercial network as a whole.

The purpose of this study is to analyze performance based on competency using Balance Scorecard which is measured by four perspectives : College Financial perspective, customer perspective (which divided into three parts : students, stakeholders and graduates), college internal perspective, and learning and growth process perspective. It is expected that this research would lead into development process of the college, and find out the weaknesses or strengths of college organization which would give impact to the increase of college’s performance. This is a quantitative descriptive research. Total amount of population in this research is 208 people, which consists of students from grade 5 of business administrative. The population is chosen in consideration that they have experienced the longest term of learning process. Samples are taken from 4 classes which includes 106 students. Graduates are chosen from those who have been graduates and have at least 3 years working experience, that make 102 people, meanwhile employers are represented by 33 lecturers in Banjarmasin State Polytechnic, and stakeholders are chosen from both government institution and non government institution that makes 27 institutions. Those institutions are chosen by graduates recommendation. The result of reliability test of college financial perspective, customer perspective, university internal perspective and innovation and learning process perspective shows the value more than 0.6 alpha cronbach and it makes all of variables reliable. The average score of financial perspective is 3.514 and it shows that financial condition of the college is in good state, The average score of customer perspective is 2.947 which gives fair condition, the average score of stakeholders perspective is 3.418 that is in good state, and the average score of graduates is showing good state as shown in 3.119 point. College internal process perspective has the average score of 2.753 point and shows fair condition. Learning and growth perspectives average score is 2.929, shows fair condition. Keywords : Balanced Scorecard, Financial Perspective, Customer Perspective, Internal Process Perspective, Learning and Growth Perspective, College Performance

Balanced scorecard (BSC) is a quantified interpretation of organization strategy, which is delineated as a strategy map and describes the organizational performance on four perspectives of financial, customer, internal business process and learning and growth. The measures and objectives of BSC are derived from mission, vision and organization strategy. Organization strategy indicates how an organization creates value for the shareholders, customers and citizens. Furthermore, strategy is the very factor that guides an organization towards achieving its vision. In the same vein, the internal business process perspective describes the processes and measures that eventually lead to the desired level of performance in financial and customer perspectives. As a result, the existence of cause-and-effect relationships outlined in the form of strategy map are deemed as the guideline for the organization achievement. The cause-and-effect relationships determine the accurate route for strategy realization. Without having such associations, the organization is merely has access to a set of financial and non-financial measures. Taking the above into account, the present research has transformed the key measures in Iran’s banking industry to quantified values and by using Granger causality test, it explores the cause-and-effect associations between the measures of process and financial perspectives. Eventually, it analyzes and describes how organization vision is associated with organization’s operations processes.

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

The Balanced Scorecard (BSC) provides an outlook of an organization’s general performance; it integrates financial perspective with other performance aspects, like learning and growth, internal processes, and customer perspectives. The momentous issue, in implementation of BSC, is the proper selection of measures. The main objective of this paper is to introduce a novel approach in an attempt to select the most appropriate measures by integrating BSC and three-stage Data Envelopment Analysis (DEA) model. To achieving this aim, the BSC’s measures are utilized as input and output variables of DEA model and the most appropriate measures in each BSC’s perspective are determined with interpretation of the efficiency variations in different stages. An experimental example containing six Iranian banks has been investigated to demonstrate the implementation of this approach. The results indicate that increased staff expertise (L2) and high speed services (P2), respectively in stage one and two are appropriate measures. Also, in this study, we cannot judge about the effect of customer satisfaction rate (C2), because the values of this measure are similar in different decision making units (DMUs). The proposed approach in the current paper helps managers to recognize appropriate measures for staff empowerment, internal process improvement, customer satisfaction increase, and organization’s financial outcomes improvement.

The balanced scorecard is a framework that organizations follow in aligning the organization strategy, communicate organization’s mission, prioritize projects, services and products as well as monitoring and measuring the advancement towards attaining the strategic objectives or targets. The overall organizational performance of Kenyatta National Hospital is still not up to standard even though it is anticipated to established high health-care standards offered to the public so that private and public hospitals can follow. Reports have revealed that cancer, heart, and kidney patients receive delayed treatment. In addition, the hospital is said to lack enough functional specialized medical equipment as well as inadequate financial support, industrial unrests, patients overcrowding, claims of medical negligence and poor service delivery. Therefore, it a major concern to the government and other stakeholders. Based on these challenges, Kenyatta National Hospital introduced a five-year strategic plan 2013 to 2018 centred on the Balanced Scorecard approach. It was within this context that the study sought to establish the influence of balanced scorecard perspectives on organizational performance of Kenyatta national hospital. The study was guided by the following specific objectives; to find out whether focus on customer perspective, financial perspective, internal business processes perspective, learning and growth perspective influence the performance of KNH Kenya. The study was also guided by Stakeholder theory, Resource based view theory and institutional theory. The study adopted a descriptive research design with quantitative techniques. The target population for the study were 80 management staff of KNH. The sample size for the study was calculated to be 67. The study used stratified random sampling procedure and simple random sampling to recruit a sample that represented the target population. Data was collected using a pre-tested structured questionnaire to capture participants insight on balanced scorecard perspectives and the overall organizational performance. Their responses on several items were scored and the scores were used in bivariate analysis and Multiple regression analysis. Descriptive statistics like measures of central tendency were used for continuous data while frequencies were used for categorical data. The data analysis was done using SPSS version 23. These results show that financial perspective and customer perspectives focus were statistically significant predictor of organizational performance at (p&lt;0.05) while internal business process and learning and growth were not statistically significant when regressed together. An R squared of 0.593 which implied that focusing on all of the balanced scorecard perspectives contributed up to 59.3% of organizational performance. The study concludes that focus on balanced scorecard perspectives have a positive influence on organizational performance. However, there are variation on the magnitude of influence among the perspective. Therefore, the balanced scorecard can be used as a strategic management tool in public facilities and not only as a measurement tool. The study recommends that KNH should continue using the balanced scorecard and other public hospitals or institutions should also adopt it. The continuous usage and new adoption of the balanced scorecard would ensure better organizational performance.

Balanced Scorecard Design Preferences According to Subjects' Expertise and Purpose of Use

Performance measurement is used an institution or organization generally traditional, just measure the performance of the workers to produce something that was expected to achieve a goal. Workers are not required to innovate as a measure of performance is only intended to control the actions of any individual. The concept of the Balanced Scorecard (BSC), (financial perspective, customer perspective, internal business processes, and learning and growth perspective) is a method used by organizations that focus on strategies that fully understands the importance of embracing and uniting employees for an organization with. The advantages of this management system is able to show the outcome indicators and outputs, internal and external indicators, indicators of financial and non-financial, and indicators of cause and effect. Engineering analysis is univariate and bivariate analysis, using the secondary, using documentation and observation studies. The results of this study stated that the analysis of the performance with the use of the Balanced Scorecard method that has a significant value is the customer's perspective alone, the level of significance value of 0,004. Internal business processes, and learning and growth perspective is not able to be applied in this study, but is expected to be applied to subsequent research in order to create a better performance with the use of the Balanced Scorecard method.

Data envelopment analysis (DEA) is a well-known approach to measuring operations performance of decision-making units (DMUs). Moreover, the balanced scorecard (BSC) is a methodology for strategic planning of organizations and measuring their internal performance. DEA generally uses quantity measures, whereas BSC applies quality measures. In the real world, DMUs usually have complex structures such as multi-level or hierarchical structures. In these structures, there are multiple levels and each level utilizes inputs to produce outputs separately, where the outputs of the previous level are the inputs to the next level. In the present paper, we apply BSC to the design of a multi-level structure. BSC encompasses the four perspectives of finance, customers, internal processes, and learning & growth. Furthermore, we apply DEA to multi-stage or hierarchical structures based on BSC. For this purpose, two different approaches, the cooperative model versus the multi-objective model, are proposed. Cooperative models such as bargaining games are game theoretic approaches to evaluate DMUs. In this paper, the DEA-game model uses the bargaining concept to link perspectives in BSC, while each perspective is considered separately as an objective in the multi-objective DEA model. In addition, two approaches are compared based on the related results. We also employ data on Iranian cement companies to show the different capabilities of each approach. Our findings demonstrate that the DEA-game model is capable of differentiating the cement companies from each other more effectively.