Strategic Plan for a Regional Innovation Center and Business Accelerator of Southern Sonora Using Megaplanning and Balanced Scorecard

Salido, Rafael A. Zazueta; Lagarda-Leyva, Ernesto A.; Díaz, Doris G. Lozoya

doi:10.1002/piq.21299

Cited by 4 publications

(2 citation statements)

References 10 publications

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“…The BSC is a comprehensive performance measurement instrument that directs each organizational unit to match its actions with its objectives and corporate strategy in general (Zazueta Salido, Lagarda-Leyva & Lozoya Díaz, 2019). The BSC aims to incorporate nonfinancial metrics that are strategically vital for an organization's long-term development (Banker, Chang, Janakiraman & Konstans, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

A Balanced Scorecard Approach for Evaluating Organizational Performance of Nepal Telecom

Dahal

Ghimire

Rai

2022

Management Dynamics

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A balanced scorecard approach is a common performance measuring system that employs performance metrics from financial and non-financial aspects. It describes an organization's current performance status and offers foundations for future performance. The study aims to assess the organizational performance of Nepal Telecom as a case study through the balanced scorecard. It adopted a quantitative research approach and employed secondary data to quantify Nepal Telecom's performance from 2016/2017 to 2020/2021. The study's findings revealed that Nepal Telecom's overall performance scores were 75, 83, 55, 45, and 47 out of 100 for the study periods. The first two years' performance score represented exceptional performance before the COVID-19 outbreak, and the last three years' performance represented average performance throughout the COVID-19 outbreak. Such findings empower managers to make a long-term decision that benefits the organization. Future scholars may carry out similar work using primary data sources since this study primarily uses secondary data sources.

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Section: Literature Reviewmentioning

confidence: 99%

A Balanced Scorecard Approach for Evaluating Organizational Performance of Nepal Telecom

Dahal

Ghimire

Rai

2022

Management Dynamics

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“…Customer-oriented businesses use non-financial indicators and balanced multi-criteria systems to measure their performance. The Balanced Scorecard concept is a comprehensive tool in which each organizational unit has to adapt its activities to achieve specific aims in relation to defining a business strategy [28,29]. Individual business units in companies need to identify their measurements to link the four BSC core perspectives.…”

Section: Literature Reviewmentioning

confidence: 99%

Factors Affecting the Use of Balanced Scorecard in Measuring Company Performance

et al. 2020

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The paper presents the results from the research on the factors influencing the use of the Balanced Scorecard methodology in measuring company performance in the engineering sector. The primary objective of the research was to verify the importance of using non-financial factors in managing businesses in connection to the use of the Balanced Scorecard methodology and to verify the dependence between the use of the given methodology and the lack of human and financial resources for its usage. The research focusing on the given issue was conducted over a period of six months. The research was based on the hypotheses that were verified with statistical methods using the methodology of a Chi-square test. To identify the factors that hinder the usage of the Balanced Scorecard methodology in the addressed enterprises, the method of standard deviation was used. The main result of the research is a finding that there is a statistically significant relationship between the enterprises considering the non-financial indicators and the use of the Balanced Scorecard methodology to be important. This relationship is confirmed also by the calculation using a test with p = 0.0422. The research verified one of the main research goals, i.e., the importance of non-financial indicators in connection to the Balanced Scorecard concept (BSC). Other hypotheses are related to the issue of the lack of human and financial resources. Using the Chi-square test in these cases once again, the study also found out the existence of the dependence between the lack of these resources and the use of the Balanced Scorecard methodology. The final value p = 0.0446 relating to human resources and the value p = 0.0377 relating to financial sources define the barriers as being important in implementing the BSC methodology into corporate practice. These values confirm other research results related to the barriers of using BSC. The presented paper assesses the research results that confirm the importance of using non-financial indicators and define the barriers that hinder this usage. The research contributed to the extension of the knowledge of the BSC concept that we consider being a modern managerial future-oriented tool and supported its implementation in companies so that they could operate within the framework of sustainable development.

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Factors affecting the application of balanced scorecard to enhance operational efficiency of listed companies: The case of Vietnam

Doan

Tran

et al. 2022

Cogent Business & Management

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Strategic Plan for a Regional Innovation Center and Business Accelerator of Southern Sonora Using Megaplanning and Balanced Scorecard

Cited by 4 publications

References 10 publications

A Balanced Scorecard Approach for Evaluating Organizational Performance of Nepal Telecom

A Balanced Scorecard Approach for Evaluating Organizational Performance of Nepal Telecom

Factors Affecting the Use of Balanced Scorecard in Measuring Company Performance

Factors affecting the application of balanced scorecard to enhance operational efficiency of listed companies: The case of Vietnam

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