Using balanced scorecard in operationalising FM strategies

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 and approach of this research are descriptive qualitative. The data analysis model is carried out in two ways: First, qualitatively, namely by describing according to language, sentences and perspectives to get a logical understanding and relevant to the research objectives. Second, using the balanced scorecard approach, namely data analysis made in numbers based on the balanced scorecard approach. This study explains how the general concept of the balanced scorecard, the four perspectives of measuring the balanced scorecard, the implementation of the balanced scorecard, and the balance of stakeholder value propositions. The results showed the measurement of the balanced scorecard at PT. "X" indicates that the company has a good set of benchmarks in implementing the balanced scorecard. The results also show that several balanced scorecard perspectives are proven to positively impact company performance in all views, including financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. This study is due to the company's ability to correctly identify, formulate and determine stakeholder value propositions through a balanced scorecard approach.

Measurement of the Strategic Performance of Hospitality in the Kingdom of Saudi Arabia: a balanced scorecard Approach (BSC)

PurposeThe purpose of this paper is to focus on one strategy known as “The Balanced Scorecard”, discussing the growing importance of balanced scorecard performance systems, exploring issues that organizations face in building and implementing scorecard systems, and sharing lessons learned from Australian organizations that have taken the balanced scorecard journey.Design/methodology/approachThe approach taken is the case study methodology to depict the real world examples of organisations that have confidence in the “Balanced scorecard performance system“ so that other organisations can follow suit.FindingsThe paper concludes that the balanced scorecard approach may require some substantial changes in culture within the organization.. The balanced scorecard requires understanding, commitment and support from the very top of the business down. The balanced scorecard will evolve. As culture changes and develops to accept the new approach and members of the organisation mature within the new culture, the organisation will find new things to measure, new goals in different areas, to make the balanced scorecard even more balanced and effective in supporting a living, growing, viable organisation. Different organisations have quite different needs, market areas, people, products and services, and will end up with significantly different balanced scorecards.Research limitations/implicationsThe outcomes were based on two multinational corporations and may differ with small and medium enterprises.Practical implicationsThe balanced scorecard is balanced in another dimension – not just a balance of measures of essential areas of the business, but also a balance of goals versus accountability. If people do not accept accountability for achievement of the balanced measures and goals of the balanced scorecard, there is no balanced scorecard. The people of the organisation are the key to the success of the balanced scorecard system.Originality/valueThe paper specifically looks at the implementation of the “Balanced Score Card Performance Management System” in Australian corporations.

In recent years, the balanced scorecard (BSC) approach has become an important performance evaluation tool. However, in order to find ways to ensure that the model more accurately reflects the interdependence and feedback problems related to each factor that occurs in real world situations, a hybrid dynamic Multiple Criteria Decision Making (MCDM) BSC model is developed. The goal is to establish an evaluation and relationship model of organization performance that is based on the BSC approach. In this approach, the DEMATEL technique is used to explore how various factors influence each other while the basic concept of analytic network process (ANP) with DEMATEL (known as DANP, DEMATEL-based ANP) is used to yield the influential weights for the dimensions/criteria. Finally, the VIKOR method is used to evaluate gaps in the performance matrix. Empirical analysis helps to determine performance gaps and improve the scores for achieving the aspiration levels for each factor which have been determined based on influential network relationship mapping using the DEMATEL technique. The results show that this method can be used to extract the major factors that can enhance an organization's management performance, leading to continuous improvement. The method can be used to help an organization to evaluate and revise its strategies, and generally to adopt modern management approaches in every day practice.

ABSTRACTThe factors influencing the organizational as well as the individual decision to utilize the balanced scorecard (BSC) approach have not been widely researched. In the first part of this paper, we study BSC adoption at the organizational level while utilizing a multifaceted perspective of socio‐psychological, economic, and resource‐based influences; specifically, we investigate the perceptions of desirability, urgency, and feasibility of BSC adoption. Our findings show that customer norms, competitor norms, and organizational resources are significant predictors of BSC adoption.In the second part of the paper, we discuss individual‐level aspects of utilization decisions. Here, we explore the impact of perceived ease of use, perceived usefulness, and awareness on the intentions to use the BSC approach. Our findings show that both awareness of BSC capabilities and perceived ease of use are significantly related to perceived usefulness. However, only perceived usefulness is significantly related to intentions to use the BSC. Implications for research and practice are discussed.

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This paper develops a balanced performance measurement scorecard for a product-service system (PSS) from following four perspectives: customer, finance, business process integration, and learning and growth. The balanced cube framework of performance measurement for a PSS is presented first. Then, the multi-levels balanced scorecard and performance measures is developed and supported by large enterprise in China. The balanced scorecard developed in this paper provides a useful guidance for the practical managers in evaluation and measuring of PSS in a balanced way and proposes a balanced performance measurement system to analyze a product-service system.

Amidst the demands for improving the quality of Islamic education, Islamic boarding schools as educational institutions based on religious traditions are required to have an effective and measurable management system. One of the main challenges faced is how to evaluate and improve the performance of asatidz (teachers) systematically and sustainably. This study aims to optimize Islamic boarding school management in improving the performance of asatidz through the Balanced Scorecard (BSC) approach at the Baiturrahman Ciparay Islamic Boarding School, Bandung Regency. This study uses a descriptive qualitative approach with data collection techniques in the form of observation, in-depth interviews, and documentation studies. The BSC perspective used includes four main aspects: finance, customers, internal business processes, and learning and growth. The results of the study show that before the implementation of the BSC, Islamic boarding school management was traditional and did not have a clear performance evaluation system. After the implementation of the BSC, there was a significant increase in target planning, monitoring of asatidz performance, and coordination between management sections. Performance indicators in each BSC perspective help create a more structured, transparent, and measurable work pattern. This study recommends strengthening the BSC-based management system as a strategic approach to improve the quality of Islamic boarding schools as a whole, as well as contributing to the literature on Islamic education management with a modern approach

PurposeThis study seeks to assess the balanced scorecard (BSC) approach to strategy and its usefulness for the international hotel industry.Design/methodology/approachThe paper undertakes a wide‐ranging literature review which focuses on strategic implementation and the BSC approach, which is compared and contrasted with evidence of practice derived from a survey of hotels in Northeast England.FindingsIn reviewing the literature it is clear that sources relating to the more detailed implementation issues of strategy (which is where BSC can be cited) is relatively scarce. Furthermore the strategy literature relating to the hospitality sector is relatively weakly developed. However, the reports are available which indicate the usefulness of a BSC approach, albeit modified to suit individual circumstances, but also point to potential pitfalls in its implementation. The primary research conducted indicates that a wide variety of measures are currently being used and that many hoteliers are using measures from all four of the category groupings identified in the BSC framework.Research limitations/implicationsThe primary research is based on a limited survey of hotels and it is recognised that further research is necessary to establish the exact nature of the causal linkages between performance measures and strategic intent and also to gain insights into practice elsewhere.Practical implicationsThe paper considers a broad range of generic and industry‐specific literature sources and concludes that, despite its limitations, such a structured approach to strategy provides a useful managerial tool for hotel managers.Originality/valueThe paper will be useful to academics with an interest in strategic implementation and performance measurement, and also to practitioners seeking an understanding of a practical managerial tool in terms of its benefits and potential difficulties.

The aim of this study is Analyzing the business performance using balanced scorecard approach and Analytical Hierarchy Process (AHP). The population in this study were all employees and members of BMT-UGT Sidogiri. The sampling technique was Stratified Random Sampling for employees and convenience random sampling for BMT-UGT members Sidogiri. level positions (positions) of employees at BMT-UGT Sidogiri be the foundation of a random sample and tiered. The research sample used in this study were 42 employees and 212 members of BMT-UGT Sidogiri. The results showed: (1). balanced scorecard approach, showed the financial perspective (BMT-UGT Sidogiri conditions were good); perspective of satisfaction (satisfied with the services Sidogiri BMT-UGT); internal business perspective (increasing the number of business units); learning and growth perspective (employee productivity has increased); (2). The analysis perspective Balanced Scorecard using AHP Analysis of the individual perspective Balanced Scorecard by using AHP shows that the perspective is considered the most influential on the performance of the company is customer perspective that has the highest weight value, while the factor most considered to have the highest influence on the customer's perspective is the growing number of members. In other hand, internal business perspective has lowest value as a result of AHP analysis.

Higher Education Institutions are currently faced with several challenges, one of which is Higher Education Institutions that do not have a good performance monitoring system. There are several higher education institutions that have implemented a monitoring system, but the system developed has not met the needs of overall performance evaluation. With that, the urgency in this research is to design and design an interactive dashboard information system using a balanced scorecard approach so that evaluation and monitoring can be carried out thoroughly and comprehensively. This interactive dashboard design uses the Design Science Research (DSR) method which has six research activities. The result of this research is an interactive dashboard that displays the institution’s performance from the four perspectives on the balanced scorecard, according to the size of the performance indicators set. Based on the test results using the CSUQ questionnaire, overall the design of an interactive dashboard system with a balanced scorecard approach is considered quite good and effective in meeting the needs of monitoring and evaluating the performance of higher education institutions.

The aim of this study is Analyzing the business performance using balanced scorecard approach and Analytical Hierarchy Process (AHP). The population in this study were all employees and members of BMT-UGT Sidogiri. The sampling technique was Stratified Random Sampling for employees and convenience random sampling for BMT-UGT members Sidogiri. level positions (positions) of employees at BMT-UGT Sidogiri be the foundation of a random sample and tiered. The research sample used in this study were 42 employees and 212 members of BMT-UGT Sidogiri. The results showed: (1). balanced scorecard approach, showed the financial perspective (BMT-UGT Sidogiri conditions were good); perspective of satisfaction (satisfied with the services Sidogiri BMT-UGT); internal business perspective (increasing the number of business units); learning and growth perspective (employee productivity has increased); (2). The analysis perspective Balanced Scorecard using AHP Analysis of the individual perspective Balanced Scorecard by using AHP shows that the perspective is considered the most influential on the performance of the company is customer perspective that has the highest weight value, while the factor most considered to have the highest influence on the customer's perspective is the growing number of members. In other hand, internal business perspective has lowest value as a result of AHP analysis

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.

This paper aims to determine the effectiveness in the management of Islamic boarding schools using balanced scorecard performance analysis, including using four perspectives, finance, customers, internal business processes and learning and growth in the Islamic boarding school Jam'iyyah Islamiyyah. This research uses a qualitative approach with a descriptive model. Based on research that has been done, it is known that the management of the Islamic boarding school Jam'iyyah Islamiyyah with a balanced scorecard approach is categorized as good. Because the measurement in four perspectives is close to the expected target. After being measured by the balanced scorecard approach and then analyzed with the effectiveness indicators according to Danim, the results obtained by the management of the Jam'iyyah Islamiyyah Islamic boarding school can be said to be effective.

This study aims to analyze the performance of Islamic philanthropic institution during the COVID-19 pandemic (2020–2021) by using a balanced scorecard approach. The balanced scorecard assesses a company or institution based on four perspectives: finance, customer, internal business, and growth and learning. For internal business and growth and learning performance perspectives, data were taken from interviews, and the annual report of the institution was taken for a finance perspective. For customer perspectives, the study used a questionnaire distributed to 100 respondents who are regular donors to philanthropic institution. They play an essential role because regardless of the economic conditions that occur, they are still obliged to donate as a form of the obligation of a rich Muslim to pay zakat. The results showed that the customer perspective had the highest value in its performance results compared to the other three perspectives. Islamic philanthropic institution has a high orientation to customers where customer satisfaction is prioritized in improving the performance of zakat institutions, especially during the pandemic. This is in line with the performance of Islamic philanthropic institution, which continues to increase performance during the pandemic. Despite experiencing a decline in zakat funds in the second wave of COVID-19, Islamic philanthropic institution increased infaq and sadaqah funds during the same period. AcknowledgmentThe authors thank the Research and Innovation Institute (LRI), Universitas Muhammadiyah Surakarta, for the enormous financial support in writing this research through the HIT funding scheme with number 01/A.6-II/FAI/1/2022.