Business intelligence systems and bank performance in Ghana: The balanced scorecard approach

Owusu, Acheampong

doi:10.1080/23311975.2017.1364056

Cited by 29 publications

(14 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The findings are contrary to the others that found PMFs implementation leading to project success (Lawani & Moore, 2016;A. Owusu, 2019A. Owusu, , 2017Radujković & Sjekavica, 2017).…”

Section: Pmfscontrasting

confidence: 99%

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Taana¹,

Raju²

2020

Int. j. bus. adm. stud

View full text Add to dashboard Cite

Whether undertaken by a public or private organization, the successful completion of every project is of primary concern. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in the Project Management Frameworks (PMFs). The purpose of this study is to explore the factors that affect the implementation of PMFs in Ghana. This is motivated by the dearth of academic literature concerning PMFs and their successful implementation in Ghana. A conceptual framework was developed grounded on the Capability Maturity Model (CMM) and the Critical Success Factors (CSFs) theory to achieve this aim. Four independent variables and the dependent variable were hypothesized to be tested to establish the success factors affecting PMFs implementation. Data were collected from 105 project management consultants, contractors, and other key stakeholders in Ghana and analyzed to establish the relationships between the hypothesized constructs. The findings indicate that Stakeholder Involvement (SI) and Top Management Support (TMS) influence the adoption of PMFs. However, Acceptability and Organizational Maturity (OM) does not influence the adoption of PMFs. Moreover, PMFs does not influence Project Success. This preliminary study has given us insights into the factors to consider when adopting PMFs in Ghana. Practically, key stakeholders should encourage project management consultants and contractors to accept the PMFs, which, when adhered to, will lead to project success which is contrary to what this study found.

show abstract

“…The findings are contrary to the others that found PMFs implementation leading to project success (Lawani & Moore, 2016;A. Owusu, 2019A. Owusu, , 2017Radujković & Sjekavica, 2017).…”

Section: Pmfscontrasting

confidence: 99%

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Taana¹,

Raju²

2020

Int. j. bus. adm. stud

View full text Add to dashboard Cite

show abstract

“…They intersected sustainability dimensions with the dimensions of the BSC (financial, customer, internal processes, and learning-development dimensions). Owusu (2017) They empirically evaluated the effects of adopting BI systems on organisational performance of banks. They developed a conceptual model by using the BSC via partial least squares structural equation modelling for the universal banks in Ghana Dinçer, Hacıoğlu, and Yüksel (2016) They evaluated the BSC based performance of Turkish banking sector through Analytic Network Process Approach in order to determine which perspectives of balanced scorecard approach is appropriate for each type of banks (state banks, private banks, foreign banks) They evaluated the performance of Indian Banks by using BSC approach.…”

Section: Bsc In Banking Sectormentioning

confidence: 99%

Dengeli Puan Karti Yapisinin Bankacilik Sektörü Için Genişletilmesi

Akman

Turan

2021

Endüstri Mühendisliği

View full text Add to dashboard Cite

In today's business environment, competitive advantage is a crucial issue for companies. The Balanced Scorecard (BSC) has become prominent within recognized performance appraisal methods. Since the BSC transforms strategies to the actions, it embraces not only financial indicators but also non-financial indicators. Existing BSC containing four perspectives are not available for banks. Although the BSC is effective tool for companies, it is not dynamic and it is not sensitive to the variation. It is very slow to adapt rapid changing environment. This weakness of the method could be eliminated by adding risk and agile perspectives to current BSC structure. The aim of this study is to propose an expanded BSC structure for banks. In order to present interaction and relations of risk and agile perspectives with existing perspectives of BSC, fuzzy DEMATEL method is used. The fuzzy DEMATEL results indicate that risk is the most involved perspective within five perspectives.

show abstract

“…The main purpose of this study [14] is to empirically assess the impact of BI implementation on the organizational performance of banks. The conceptual model was developed based on the BSC.…”

Section: Literature Review Of the Bscmentioning

confidence: 99%

One of the Ways to Identify the Weights of Indicators of the Fuzzy Analytical Hierarchy Process for Determining BSC of an Airline Company

et al. 2021

View full text Add to dashboard Cite

Business intelligence systems and bank performance in Ghana: The balanced scorecard approach

Cited by 29 publications

References 55 publications

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Dengeli Puan Karti Yapisinin Bankacilik Sektörü Için Genişletilmesi

One of the Ways to Identify the Weights of Indicators of the Fuzzy Analytical Hierarchy Process for Determining BSC of an Airline Company

Contact Info

Product

Resources

About