Environmental performance evaluation and strategy management using balanced scorecard

Abstract

Recently, environmental protection and regulations such as WEEE, ELV, and RoHS are rapidly emerging as an important issue for business to consider. The trend of swinging from end-of-pipe control to product design, green innovation, and even the establishment of image or brand has affected corporations in almost every corner in the world, and enlarged to the all modern global production network. Corporations must take proactive environmental strategies to response the challenges. This study adopts balanced scorecard structure and aim at automobile industries to understand the relationships of internal and external, financial and non-financial, and outcome and driving factors. Further relying on these relationships to draw the "map of environment strategy" to probe and understand the feasibility of environmental performance evaluation and environmental strategy control.

How to Apply the Sustainability Balanced Scorecard Concept

“…Namely, aside rom the economic (profit focused) goals of enterprise stakeholders, management should also define the non-economic social goals and incorporate them into an integral system of goals. The sustainable development of an enterprise implies economic (financial) dimension, but also respects the requirements of corporate social responsibility domain (Hsu, Liu, 2009). It is necessary to improve business performance in all three dimensions of sustainable development -economic, environmental and social -at the same time.…”

Multiple Helix Ecosystems for Sustainable Competitiveness

“…Fig. 8.1 Viewpoints of the BSC (adapted from Kaplan and Norton 1992 ) As many environmental and social issue s are non-fi nancial and often infl uence an organization over the long term, academics (Dias-Sardinha and Reijnders 2001 ; Epstein and Wisner 2001 ;Figge et al 2002 ;Hervani et al 2005 ;Hsu et al 2011 ;Hsu and Liu 2010 ;Hubbard 2009 ;Nikolau and Tsalis 2013;Länsiluoto and Järvenpää 2008 ;Schaltegger and Wagner 2006 ) considerer the BSC an appropriate tool to account for sustainability issues. In this process, sustainability management benefi ts from the advantages of using the BSC (Reefke and Trocchi 2013 ).…”

Development of a sustainable balanced scorecard framework

“…The majority of current empirical SBSC studies collect information from questionnaires or interview surveys on corporate sustainability management (Hsu and Liu, 2010). The analysis of empirical data shows that financial, mining and extractive, and food and beverage industries have contributed more than other sectors to the economic aspect of sustainability.…”