A Conceptual Framework of Sustainability Balanced Scocecard for State-Owned Plantation Enterprises

Trisyulianti, Erlin; Suryadi, Kadarsah; Prihantoro, Budhi

doi:10.1109/icfie50845.2020.9266720

Cited by 3 publications

(5 citation statements)

References 15 publications

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“…The company's economic success for shareholders includes an increase in share value and profit. [4,13,22,28] Social/ People…”

Section: Economy/ Profitmentioning

confidence: 99%

“…The customer perspective has a strategic goal that answers consumer demand for customer satisfaction [1,4,9,15,16,22,89,90], healthy and safe product quality [22], corporate image or green image [1,9,22], and continuous innovation [1,3,15,76]. Green image and innovation in the circular economy context will emphasize the fulfillment of community needs [28,35,41,45,47] with the strategic objectives of creating environmental sustainability [13,68] and utilizing waste as a source of energy and industrial raw materials [17,89,91,93]. The strategic goal of the internal business process perspective is to emphasize processes that significantly impact customer and community satisfaction [55].…”

Section: Formulate Organizational Strategic Goals Based On Stakeholde...mentioning

confidence: 99%

“…Strategic objectives become the benchmark in formulating performance indicators and allocating required resources [15]. Although several previous SBSC studies [4,5,7,9,12,[16][17][18][19][20][21][22][23][24][25][26][27][28][29][30] have also formulated sustainability performance indicators on aspects of sustainability performance management, none have included the concept of a circular economy (CE). The CE concept is built from a society's production-consumption system and maximizes services generated from linear natural-society-nature material flows and energy output flows [31].…”

Section: Introductionmentioning

confidence: 99%

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Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

et al. 2022

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The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

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“…The company's economic success for shareholders includes an increase in share value and profit. [4,13,22,28] Social/ People…”

Section: Economy/ Profitmentioning

confidence: 99%

Section: Formulate Organizational Strategic Goals Based On Stakeholde...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

et al. 2022

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“…The authors identified, in literature outside of the Delta Plan, that large commercial agricultural practices in Vietnam had typically been dominated by high input (pesticides, fertilizer) approaches that had low sustainability on the decadal scale [17]. However, a growing body of literature has shown that there are examples of agri-business enterprises that make efforts to adhere to broad definitions of sustainability [18,19]. Based on these high-level strategic perspectives, a matrix was developed for use with stakeholders based upon two axes, which represented key choices that need to be made within the context of future socio-agricultural systems of the Mekong Delta.…”

Section: Building a Scenario Matrixmentioning

confidence: 99%

Stakeholder Expectations of Future Policy Implementation Compared to Formal Policy Trajectories: Scenarios for Agricultural Food Systems in the Mekong Delta

et al. 2021

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The development of a coherent and coordinated policy for the management of large socio-agricultural systems, such as the Mekong delta in southern Vietnam, is reliant on aligning the development, delivery, and implementation of policy on national to local scales. Effective decision making is linked to a coherent, broadly-shared vision of the strategic management of socio-agricultural systems. However, when policies are ambiguous, and at worst contradictory, long-term management and planning can consequently suffer. These potential adverse impacts may be compounded if stakeholders have divergent visions of the current and future states of socio-agricultural systems. Herein we used a transferable, scenario-based methodology which uses a standard quadrant matrix in order to explore both anticipated and idealized future states. Our case study was the Mekong delta. The scenario matrix was based upon two key strategic choices (axis) for the delta, derived from analysis of policy documents, literature, stakeholder engagement, and land use models. These are: (i) who will run agriculture in the future, agri-business or the established commune system; and (ii) to what degree sustainability will be incorporated into production. During a workshop meeting, stakeholders identified that agri-business will dominate future agricultural production in the delta but showed a clear concern that sustainability might consequently be undermined despite policy claims of the contrary. As such, our study highlights an important gap between national expectations and regional perspectives. Our results suggest that the new development plans for the Mekong delta (which comprise a new Master Plan and a new 5-year socio-economic development plan), which emphasize agro-business development, should adopt approaches that address concerns of sustainability as well as a more streamlined policy formulation and implementation that accounts for stakeholder concerns at both provincial and national levels.

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“…Picture 1. BSC Pillars Many of companies in the world and in Indonesia have implemented Balance Scorecard as the strategy to be able to achieve the goal of the company (Trisyulianti, Suryadi, & Prihantoro, 2020). on their research stated that a big company which is MSIG insurance Indonesia is also using balance scorecard in order to measure the performance, and the result was based on management's expectation (Zhou, Rahman Siddiquee, Tajbakhsh, & Liang, 2018).…”

Section: Introductionmentioning

confidence: 99%

Analysing Implementation Of Balance Score Card To Front Office Department At Adiwana Unagi Suites 2022

Agus Bisena,

Yogi Susana

2023

JCS

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The success of a company is influenced by the performance of the departments in its organization. For this reason, the company must be able to measure and evaluate the staff performance. One of the famous tools to measure and manage the performance of the department and staff is KPI based on the Balance Score Card. Adiwana Unagi Suites, a boutique resort in Ubud has implemented a Balance Score Card in its 2022 business process. The research method is executed by using descriptive analysis study. The result of the performance shows some clues that the management and the department itself must discuss the measurement again, especially in customer related. The result also showed us that there was a lack of consistency from the front office team in doing the duty especially in attending training

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A Conceptual Framework of Sustainability Balanced Scocecard for State-Owned Plantation Enterprises

Cited by 3 publications

References 15 publications

Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

Stakeholder Expectations of Future Policy Implementation Compared to Formal Policy Trajectories: Scenarios for Agricultural Food Systems in the Mekong Delta

Analysing Implementation Of Balance Score Card To Front Office Department At Adiwana Unagi Suites 2022

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