Balanced score for the balanced scorecard: a benchmarking tool

Punniyamoorthy, M.; Murali, R.

doi:10.1108/14635770810887230

Cited by 78 publications

(81 citation statements)

References 2 publications

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“…This pairing/ equalization is very useful to know about the proportion of financing and the amount of risk on each of the existing components. Here the concept of Balanced Score Card that has been juxtaposed with the concept of the Du Pont tree [23]. From the chart, it can be seen that the financing percentage/ proportion of each the BSC components are the same as the percentage of the Du Pont components.…”

Section: Advances In Economics Business and Management Research Volmentioning

confidence: 94%

The Strategy to Improve the Profession Competence through Knowledge Management to Achieve Corporate Performance

Rusilowati¹,

Supratikta²,

Hendrawan³

2016

Proceedings of the 2016 Global Conference on Business, Management and Entrepreneurship

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Abstract-Construction consultancy services in running its business is highly dependent on the competence of professional excellence and ease of getting access to the knowledge of professionalism to achieve the corporate performance. The purpose of this study is improving professional competence, how to establish optimal management profession competency-based knowledge, and how to monitor the effective achievement of the company's performance. That study used descriptive qualitative method in which the significance of research using a triangulation method with a case study on one of the Construction Consulting Services Company in Indonesia. The findings and the recommendation is to revise aspects of growth strategy by increasing the quantity and quality of professional experts with primary expert certificate, aspects of differentiation strategy by creating management information systems knowledge-based professional competence and aspects of the low cost strategy by implementing the concept of the Balanced Score Card combined with Du Pont analysis that can describe the overall performance of the organization.

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Section: Advances In Economics Business and Management Research Volmentioning

confidence: 94%

The Strategy to Improve the Profession Competence through Knowledge Management to Achieve Corporate Performance

Rusilowati¹,

Supratikta²,

Hendrawan³

2016

Proceedings of the 2016 Global Conference on Business, Management and Entrepreneurship

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“…Examples of stakeholders include students, employers, government, parents, faculty, staff, administration, alumni, and the community at large. Punniyamoorthy and Murali (2008) emphasise that in order to get information from stakeholders, a meeting needs to be organised whereby a face-to-face discussion would take place.…”

Section: Customer Perspectivementioning

confidence: 99%

An evaluation of performance using the balanced scorecard model for the university of Malawis polytechnic

Chimtengo¹,

Mkandawire²,

Hanif³

2017

Afr. J. Bus. Manage.

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The study was conducted with a view to evaluate the performance of the University of Malawi's Polytechnic using the Balanced Scorecard model. The research employed a deductive approach and adopted a survey strategy. A closed questionnaire eliciting demographic characteristics and work related factors was sent to a sample of the Polytechnic stakeholders who were selected using a nonrandom purposive technique. The results indicated that the institution's performance was poor on all the perspectives of the balanced scorecard. However, the performance of the college based on output performance measures was rated as good. The results have also shown that the internal processes and innovation, and learning processes showed a strong correlation to performance measures.

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“…The Balanced Scorecard concept has been successfully employed by many companies in recent years to better measure their financial results. About 40 per cent of Fortune 500 companies were using this system to evaluate performance at the end of 2000 (Punniyamoorthy & Murali, 2008).…”

Section: Balance Scorecard Conceptmentioning

confidence: 99%

Using Balanced Scorecard for Managing Performance in Selected Ghanaian Banks

Agyeman¹,

Bonn²,

Osei³

2017

IJBM

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Prior to 1992, Kaplan and Norton posited that organizations solely rely on financial measures to manage their performance. It has become possible for organizations to incorporate in addition to financial measures nonfinancial measures to manage their performance. It is in this light that balanced scorecard is one of the tools used to manage performance. However, managing the overall performance of organizations using balanced scorecard is limited in literature in Ghanaian banks. This study explores the extent of use of the four perspectives of balanced scorecard as a tool to for managing performance in selected Ghanaian banks. Survey research method was employed. In relation to the extent of used of balanced scorecard perspectives by selected Ghanaian banks to manage performance, it was found that financial perspective was used followed by customer perspective, learning and growth perspective, and internal business process. The ANOVA test showed that the mean scores of the four perspectives of the balanced scorecard was statistically and significantly different from each other. The research concludes that, Ghanaian banks relied heavily on financial perspective to measure performance.

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Balanced score for the balanced scorecard: a benchmarking tool

Cited by 78 publications

References 2 publications

The Strategy to Improve the Profession Competence through Knowledge Management to Achieve Corporate Performance

The Strategy to Improve the Profession Competence through Knowledge Management to Achieve Corporate Performance

An evaluation of performance using the balanced scorecard model for the university of Malawis polytechnic

Using Balanced Scorecard for Managing Performance in Selected Ghanaian Banks

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