A re-balanced scorecard: a strategic approach to enhance managerial performance in complex environments

Callaghan, Joseph H.; Savage, Arline; Mintz, Steven

doi:10.1504/ijbex.2010.033428

Cited by 3 publications

(1 citation statement)

References 33 publications

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“…The past studies on the BSC indicate an increasing interest in linking BSC aspects with various other organisational processes such as value chain analysis (Sundharam et al, 2013), quality management (Jalili and Rezaie, 2010), supply chain management (Turhan and Vayvay, 2011), IT management (Kim and Davidson, 2004) and corporate governance (Callaghan et al, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

The use of the balanced scorecard in bank strategic management

Daria

Filneva

2016

IJBEX

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In this study, we employ 'step-by-step' algorithm for constructing a strategy map of the balanced scorecard (BSC) for banking institutions using the example of one of the Russian regional banks. The key evaluation indicators of banking performance are selected through the relevant literature analysis while considering the peculiarities of a sample bank. Further, the decision making trial and evaluation laboratory (DEMATEL) method is employed in order to identify causal relationships between the KPIs, i.e., direction and strength of their mutual influence, as well as to define the most strategically important indicators. Finally, both the KPIs and logical links between them are illustrated on the strategy map, so that bank managers could easily draw up various strategies on that basis. The DEMATEL method resulting in a clear map helps managers to prioritise their strategic steps in the limited resources context, and thus navigate their bank's strategy in a most effective way.

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Section: Literature Reviewmentioning

confidence: 99%

The use of the balanced scorecard in bank strategic management

Daria

Filneva

2016

IJBEX

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Assessing suppliers for strategic integration: a portfolio approach

Brun

Pero

2011

IJBEX

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Since Kraljic's (1983) seminal work, purchasing departments in the most successful organisations adopted portfolio approaches to supplier management. However these models fail to consider final market demand and price volatility, thus leading buyers to establish with suppliers long-term relationships also when the investments are not properly rewarded. Moreover, portfolio approaches provides high level guidelines seldom integrated with operative tools such as vendor rating systems. This paper presents a new portfolio model that, taking into account final market features, indicates both the level of right buyer-supplier integration and the evaluation parameters to assess when choosing the supplier for that relationship. Expert interviews and a case study have been performed to test the proposed model. The results indicate that, for high supply market risk, strategic product must be purchased with different strategies depending on the difficulty of the downstream market. Moreover, different parameters should be assessed depending on the strategy adopted. Copyright © 2011 Inderscience Enterprises Ltd

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