The balanced score‐card: short‐term guest or long‐term resident?

Brown, Jackie Brander; McDonnell, Brenda

doi:10.1108/09596119510146751

Cited by 84 publications

(48 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Most organizations rely exclusively on financial performance measures to assess organizational performance (Neely, 1999;Hoque & James, 2000). Critics have argued that these measures are excessively profit-based (Brander Brown & McDonnell, 1995), short-term (Denton & White, 2000), unbalanced (Harris & Mongiello, 2001), unsatisfactory for businesses seeking a competitive advantage (Phillips, 1999;Evans, 2005), past oriented (Atkinson & Brander-Brown, 2001), little market oriented (Phillips & Louvieris, 2005), inadequate for strategic decisions (Kaplan & Norton, 1992), unable to measure value created, unable to measure intangible assets (Norreklit, 2000;Giannetti, Marelli & Vitali, 2002) and nonholistic (Phillips, 1999) and therefore, over reliance on them is no longer appropriate for today's managers.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Harris & Mongiello (2001) and Doran et al (2002) examined the range of key indicators that hotel managers find useful in managing their businesses, acknowledging the value of the BSC. Brander-Brown & McDonnell (1995), Phillips (1999), Atkinson & Brander-Brown, (2001), Ittner et al (2003), Banker, Potter & Srinivasan (2005), Haktanir & Harris (2005) and Ramdeen, Santos & Chatfield (2007) concluded that both financial and non-financial performance improve the overall performance of organizations. Other studies including that of Evans (2005) in the United Kingdom, Huang et al (2007) and Chen et al (2011) in China, Bergin-Seers & Jago (2007) in Australia, Min et al (2008) and Kim & Lee (2009) in Korea, Pavlatos & Paggios (2009) in Greece, Ivankovic et al (2010) in Slovenia and Eldeeb (2011) in Egypt confirmed the successful application of BSC as a performance measurement system in hospitality organizations.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Various researchers including Brander-Brown & McDonnell (1995), Atkinson & Brander-Brown (2001), Harris & Mongiello (2001), Haktanir & Harris (2005) and Wadongo, Odhuno, Kambona & Othuon, (2010) have pointed out the reluctance of the hospitality industry to use balanced measures and their insistence to rely solely on financial measures. Due to limitations on financial measures and the impact of global and increasing competition in the hotel industry, hotels should rethink their current performance measurement which is more focused on financial aspects to a more balanced measurement which has both financial and non-financial dimensions (Atkinson & Brander-Brown, 2001;Harris & Mongiello, 2001;Evans, 2005).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Kala¹,

Bagri²

2015

Asia-Pac J Innov Hosp Tour

View full text Add to dashboard Cite

Tourism is a major driver of economic growth and livelihood promotion in the Uttarakhand state of India. The contribution of tourism to the state gross domestic product (GDP) and employment generation is significant. The expansion of tourism inevitably brings about the development of the hotel industry. Hotels must create effective competitive strategies for survival and use a performance measurement system that meets the requirements of a changing environment. Several studies have been conducted to study the rich tourist potential of the state. However, no research studies are available regarding performance measurement practices adopted by hospitality managers in Uttarakhand for measuring the performance of their establishments. The present study examines existing performance measurement practices used by hotel managers that employ the balanced scorecard (BSC) − an innovative and comprehensive performance measurement framework for assessing the performance and progress of hotels in this mountainous state of India. The results indicate that in spite of using measures from different perspectives inherent to the original BSC, hospitality managers are not aware of the concept of BSC in a formal manner. The study reveals that hotels in Uttarakhand still focus on the use of financial measures as compared to non-financial measures for measuring performance. The study supports the link between hotel performance and BSC measures usage.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Kala¹,

Bagri²

2015

Asia-Pac J Innov Hosp Tour

View full text Add to dashboard Cite

show abstract

“…The traditional performance dimensions and indicators used by the management of hotels such as occupancy percentages, profit indicators and return on investment are invalid in competitive business environment (Brown & McDonnell, 1995). In contemporary management it is argued the business performance is the outlook of strategic management, which is a subset of the overall organizational effectiveness, includes financial, operational and organizational performance i.e.…”

Section: Organisation Performance In Hotel Industrymentioning

confidence: 99%

Performance Measurement Dimensions For Sri Lankan Hotel Industry: An Expert Review

Osmadi¹,

Kaluthanthri²

2019

The European Proceedings of Multidisciplinary Sciences

View full text Add to dashboard Cite

Traditionally, Organization Performance (OP) is used as an indicator to monitor and control the processes of the organization to ensure the strategic attainment of the organization's goals. The literature on OP dimension focuses on industrial or manufacturing sector and it is evident that service sector OP dimensions were developed based on banking, retail, and insurance sectors. The lack of attention on hotel industry is due to the fact that difficulty in defining the nature of the product as a pure product to pure service where it has three facets swing from pure service to tangible good including a service (Room), retail (Beverages) and finished/processed (Food at the restaurant) product. Thus, the aim of the paper is to review the experts' opinion on OP dimensions of the hotel industry in Sri Lanka. The panel of experts consists of academics, senior and middle-level management of hotel groups, representative of Sri Lanka Tourist Development Authority and Travel Advisory organization and opinion leaders in the hotel industry in Sri Lanka. The study used Analytic Hierarchy Process (AHP) to combine the criteria weights and the options scores of experts to determine an overall score for each determinant/indicator of OP dimensions for Sri Lankan hotel industry. The finding of the study contributed to the hotel industry literature in Sri Lanka and further the expert reviewed OP dimension opened an avenue for empirical validation in real world application.

show abstract

“…Brander et al (1995) report a pilot study undertaken at a five-star hotel. In doing so, they identify the objectives of that organization and how particular measures were developed to monitor business performance.…”

mentioning

confidence: 99%

Modelling the benefits of training to business performance in leisure retailing

2000

View full text Add to dashboard Cite

This paper presents a model for assessing the business benefits of training in a typical service sector context. It suggests that training provision has a fundamental role to play in delivering strategic objectives. Earlier attempts to demonstrate the benefits that stem from investments in training have frequently been constrained by being limited to financial measures. The model developed here uses a balanced score card approach and argues that training is essentially aimed at changing the behaviour of the trainee and that measures of benefits must primarily consider the impact of employee behaviour on business performance. Flowing from this the model contains a range of measures related to employee performance, commitment and retention, as well as issues related to customer satisfaction. Copyright © 2000 John Wiley & Sons, Ltd.

show abstract

The balanced score‐card: short‐term guest or long‐term resident?

Cited by 84 publications

References 6 publications

Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Performance Measurement Dimensions For Sri Lankan Hotel Industry: An Expert Review

Modelling the benefits of training to business performance in leisure retailing

Contact Info

Product

Resources

About