Is the balanced scorecard right for academic libraries?

In managerial accounting courses, students lacking business experience find the balanced scorecard (BSC) an inherently difficult topic to understand. Students may lack an understanding of business strategy, the BSC's perspectives, and the measures that a BSC uses to report performance. This chapter aims to assist instructors who teach the BSC by developing an analogy to a resume, which is a familiar concept to students. The analogy draws upon similarities between the BSC and a well-constructed resume: a cohesive strategy, multiple perspectives or areas, and multiple types of measures for each area. In using this approach, the instructor guides students through the process of viewing a resume as a vehicle for conveying a job-search strategy, similar to the way a BSC communicates an organization's strategy. Thus, students can apply their knowledge of the familiar (their own resumes) to the unfamiliar (the BSC). The chapter provides implementation guidance and results of student surveys. Our students responded positively to the exercise, saying that they learned the basics of the BSC, and even found the exercise enjoyable.

<p align="center"><strong><em>ABSTRACT</em></strong><strong><em></em></strong></p><p align="center"><strong><em> </em></strong></p><p class="NewStyle17" align="justify"><em>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.</em><em> </em><em>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.</em><em> </em><em>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.</em><em> </em><em>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.</em><em></em></p><p class="NewStyle17" align="justify"><em> </em></p><p class="NewStyle17" align="justify"><em>Keywords : Micro Small Medium Enterprises (MSMEs), Balance Scorecard, Performance</em><em></em></p>

Many companies around the the world exploring the concept of sustainable development seeking to integrate their pursuit of profitable growth with the assurance of environmental protection and quality of life for present and future. Scientific and professional organizations attempt to establish a global framework of Environmental Performance Indicators (EPI) in order to develop standardized metrics systems and to evaluate organizations’ environmental performance, which has developed from using traditional models to Balanced Scorecard (BSC) models. Organizations use BSC to integrate their environmental, financial and other performance information to provide stakeholders with a more complete and accurate picture of their performance. The study aim to highlight the expected benefits of integrating the environmental aspects in BSC indicators and its effect on sustainability. The study discusses the importance, characteristic and use of EPI; the effectiveness of EPI and its role in improving decision making and organization strategy; the need for positive EPI to promote sustainable development; and integrating environmental information in BSC models.

The balanced scorecard is a technique that translates an organisation's mission and strategy into a comprehensive set of performance measures. The performance measures are interrelated and strategic and include both financial and non-financial metrics covering the perspectives of financial, customer perspective, internal business, and innovation and learning perspectives. The Malcolm Baldrige Criteria for Performance Excellence (MBCPE) is proposed as a methodology for operationalising the balanced scorecard and ensuring that the balance scorecard drives continuous improvement. The MBCPE framework includes the traditional perspectives found in the balanced scorecard in its core values, concepts, criteria categories and items. Literally all types of organisations have used both the balanced scorecard and the Baldrige framework, indicating that both have broad appeal and applicability.

The article discusses the tools that are used to develop and implement strategies of organizations operating in various sectors of the economy. A balanced scorecard, which includes a strategic map and a table of activities, acts as a key tool for developing an organization's strategy. The strategic map defines the required number of prospects, goals and indicators to measure the level of achievement of goals, and the table already describes the current and target values, activities and results. Together with a balanced scorecard, it is advisable to use the methodology «goals and key results» in order to describe the intermediate results that will allow achieving the goals.
 The authors show that when developing strategic maps, it is possible to take into account ESG transformation or the specifics of work in ecosystems. To the four basic perspectives (finance, customers, business processes, training and development), an environmental perspective can be added, taking into account environmental factors in the ESG transformation concept. You can also use the perspective of partners, in the case of considering a business in the ecosystem format.
 As alternatives to a balanced scorecard, the article considers: the efficiency pyramid of K. McNair, R. Lynch and K. Cross, with which you can describe the strategy of the organization, defining financial indicators, non–financial indicators, as well as actions that take into account the external and internal environment of the organization; the EP2M model, L. Meisel's strategic maps, the prism of efficiency, taking into account 5 perspectives of the organization – satisfaction of stakeholders, strategy, processes, opportunities, as well as contribution interested parties.
 The article concludes that in order to develop a strategy, it is advisable to use the integration of the analyzed tools, depending on the scope of activity, the type of strategy, and the principles of development.

Strategy Alignment and Performance Evaluation for Shared Service Centers: A Longitudinal Study on the Role of Balanced Scorecard

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<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.

PurposeThe purpose of this paper is to illustrate how balanced scorecard approach may be utilized in implementing organizational or facilities management strategies in workplace networks. The term workplace network refers to organizational actors involved in using and maintaining physical working environments. These actors include, among others, the tenant organizations and different service providers.Design/methodology/approachOne large Finnish organization with an existing facilities management strategy was used as a case organization. The data were gathered through interviews and a workshop.FindingsThe paper illustrates how the balanced scorecard can be used in the workplace network. An exemplary goal is derived to the level of numeric measure.Originality/valueThe balanced scorecard has been widely applied in putting the general business strategies in action. Some facilities management‐related solutions are also available. Applications including the entire workplace network are more rare and the originality of this approach comes from this perspective.

Petrochemical industry as one of the largest and most important sectors is in need of the application of new managerial tools for strategic planning. There are different models and tools for strategic planning. The model of Balanced Scorecard (BSC) has been noticed by various organizations in recent years due to its special attention to intangible assets of organization like customer, internal processes, growth and learning in addition to financial indexes. Moreover, it is considered as one of the new methods of strategic planning. This research aims at developing a strategy for Mobin Petrochemical Company with a BSC attitude. The present research from the viewpoint of goal is an applied research and in respect of data collection, it uses a qualitative research method (focal group). For the purpose of learning about strategies of Mobin Petrochemical Company, while reviewing texts and literature related to strategic management, the views of senior petrochemical managers was used in the process of focus groups. During various focus meetings held in the presence of senior management body of the organization, the mission and vision of company were determined. Then identifying external opportunities and threats and determining internal weaknesses and strengths of organization and evaluating the IFE and EFE matrixes, the SWOT matrix was formed and strategies of Mobin Petrochemical Company were determined. The motifs of the company strategy were classified from the four main perspectives of BSC model. Afterwards, for determining the process of creation of value and cause and effect relation between strategic goals of organization, the strategy map of Mobin Petrochemical Company was drawn. Finally, the strategic pivots of Mobin Petrochemical Company were determined with regard to financial, customer, internal processes, growth and learning. In order to render strategies and determine objectives and performance measures in BSC system, various meeting were held in different units of the company. Reviewing the details of performance and method of implementation in each part, proper measures and their method of formation were determined. Having the confirmation of senior managerial body of Mobin Petrochemical Company, strategic plans and measures were adopted. Key words: Strategy, strategic planning, balanced scorecard.

Title: Analysis of Achievement for Permaculture Implementation at Suwakul Vocational High School Ungaran Using Balanced Scorecard
 The agricultural vocational school program hopes to increase human resources capable of cultivating land, managing horticultural crops, and producing agricultural products. Suwakul Ungaran Vocational School is one of the vocational schools in Semarang Regency that applies permaculture in its learning process. The permaculture principles applied at this school are capturing and storing energy, getting harvests, using and respecting resources, zero waste, and respecting diversity. Based on this background, this research focuses on learning outcomes through implementing permaculture with a sustainable agricultural system that includes the development of land processing based on natural ecosystems. The research aims to determine the ability of students at school to produce food and horticultural crops. This research applies a qualitative descriptive method to describe the results of permaculture implementation using Balanced Scorecard analysis, an evaluation strategy with four perspectives in improving an organization's goals. The research results show that learning through the implementation of permaculture at this Vocational School can improve students' abilities at school, as seen from fulfilling the perspective of the Balanced Scorecard. The study's results will be helpful for schools as a learning tool to improve students' abilities in producing agricultural products through the implementation of permaculture.

La influencia de factores relativos a la estrategia organizativa y al entorno en la adopción del Cuadro de Mando Integral en empresas portuguesas

Strategy, structure, performance management, and organizational outcome: Application of balanced scorecard in Canadian health care organizations

Business models play a pivotal role in organizations, building bridges and enabling dialogue between business and technological worlds, where goals and rules associate with processes to compose its base structure, driving and supporting the organization's strategy. In addition, as balanced scorecard is the reference in strategy management, a combination of these three dimensions could lead to a stronger, more strategy-oriented, business model. In this sense, we propose the specification of a three-dimensional business model, covering the elicitation of business goals and rules from process-level use cases, and their connection to balanced scorecard, aggregating functional, nonfunctional and strategy dimensions. Along-side it, the definition of a method (within a SPEM approach), adaptable to this model variations, allows for different approaches and viewpoints from diverse stakeholders.

The balanced scorecard: Sustainable performance assessment for forensic laboratories

Purpose:The purpose of this article review is to examine the benefits of implementing a Balanced Scorecard (BSC) in healthcare facilities.By systematically evaluating recent studies from 2019 to 2023, this review aims to highlight the improvements in organizational performance, patient care quality, and strategic management facilitated by the BSC framework. Method:A comprehensive search was conducted on PubMed to identify relevant studies published between 2019 and 2023.The selected studies were analyzed for their methodologies, findings, and implications on the use of BSC in healthcare settings.The review focused on identifying common themes and quantifiable benefits reported across the studies. Results:The analysis revealed that the adoption of BSC in healthcare facilities significantly enhances performance management by providing a structured approach to align operational activities with the organization's strategic objectives.The BSC framework was found to improve communication and coordination among departments, leading to better patient outcomes and increased operational efficiency.Key benefits identified include enhanced decision-making processes, improved accountability, and a clearer understanding of organizational goals. Conclusion:The implementation of BSC in healthcare settings offers substantial benefits, including improved patient care quality, strategic alignment, and operational efficiency.The studies reviewed consistently highlight the BSC's role in fostering a culture of continuous improvement and accountability.These findings suggest that healthcare facilities can achieve significant advancements in both clinical and administrative functions through the effective use of the Balanced Scorecard.