The Balanced Scorecard as a Knowledge Management Tool: A French Experience in a Semi-Public Insurance Company

Wegmann, Grégory

doi:10.2139/ssrn.1012699

Cited by 7 publications

(6 citation statements)

References 27 publications

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“…The BSC is primarily used for measuring performance, communicating both strategic goals and ways to achieve them [65], [71]. The BSC is a cooperative tool with a focus on development, communication, goal setting, and feedback, helping in strategic decisions by linking the goals to the organizational strategy, making the BSC a relevant management tool for companies to use to achieve their set goals [75]. BSC might be seen as a "vehicle" that helps companies in making breakthroughs [76], as it provides focused and useful information to managers [77].…”

Section: The Impact Of Balanced Scorecard In Systematic Monitoring Ofmentioning

confidence: 99%

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Rep

Žager

Oliveira

2019

JIOS

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The purpose of this paper is to analyse whether the extent and quality of voluntarily disclosed information regarding intellectual capital (IC) are correlated with certain characteristics of a company. IC is very important for IT companies. Therefore, financial and non-financial statements of 32 high-tech companies were investigated using the content analysis method. To test the influence of firm characteristics on the intellectual capital disclosure index (ICDI), the regression model was used. The size of the firm was the only independent variable that has had a statistically significant influence on the ICDI. The auditor type, as well as financial ratios, have not shown a statistically significant influence on the extent and quality of IC disclosures. This study reflects the state regarding the voluntary IC disclosures in Croatia and therefore the study may be a roadmap for further research and, more importantly, might promote awareness of the importance of transparent reporting.Generally, intangibles, IAs, and IC are often used interchangeably with the same general meaning. There are various definitions of IC which exist in literature. Edvinsson, Malone and Brooking, the pioneers when it comes to IC, have a similar but a bit different view on the IC components. According to Brooking, IC divides into human-centered assets, infrastructure assets, intellectual property assets, and market assets, while Edvinsson and Malone have divided IC into human capital, structural capital (organizational, process, and innovation capital), and customer capital [1]. Sullivan [2] has summarized the several definitions of IC, as defined by the pioneers into the field of knowledge creation: "Hubert Saint-Onge defines knowledge capital as the sum of human capital (the capabilities of the individuals required to provide solutions to customers); customer capital (the depth, width, attachment, and profitability of the franchise); and structural capital (the organizational capabilities of the organization to meet market requirements); Leif Edvinson of Skandia defines it as "the sum of the firm's human and structural capital."; and Tom Stewart of Fortune magazine defines IC as "the intangible assets of skill, knowledge, and information." As defined by Larry Prusak, IC is "intellectual material that has been formalized, captured, and leveraged to produce higher-valued assets [3]." Bounfour and Edvinson [4] state that "at the corporate level, intangible investments (research and development or R&D, innovation, knowledge creation and fertilization, marketing and advertising expenditures) are now unanimously considered the most important sources of performance." "The intellectual capital (IC) held by a firm can be thought of as a form of 'unaccounted capital' within the traditional accounting system… described as the knowledge-based equity that supports the knowledge-based assets of a firm [5]." According to the words of Choo and Bontis [6] "as long as the economic forces embrace new knowledge-intensive industries, the field of intellectual...

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Section: The Impact Of Balanced Scorecard In Systematic Monitoring Ofmentioning

confidence: 99%

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Rep

Žager

Oliveira

2019

JIOS

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“…These methods can be classified into four groups (financial measures, intellectual capital, tangible and intangible benefits, and balanced scorecard), but the BSC is considered to be more useful than intellectual capital or tangible and intangible approaches because it provides a comprehensive view of the organisation's actual performance. In a similar context, Wegmann (2008) indicated that the BSC approach is compatible with KM. It is the best approach to evaluate KM within any organisation (Hongmei and Yujun, 2010).…”

Section: Literature Reviewmentioning

confidence: 94%

“…In this regard, the BSC approach is one of different well‐known ways for evaluating the KM and innovation performance by examining the gap between a target and an actual performance of the organisation (Bose and Thomas, 2007; Gonzalez‐Padron et al , 2010; Wegmann, 2008; Yu and Liying, 2009). According to Lee and Lee (2007), several assessment methods are included in the KM performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge management strategies, innovation, and organisational performance

Al-hakim

Hassan

2013

Journal of Advances in Management Research

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PurposeThe purpose of the present study is to examine the relationships among knowledge management strategies, innovation, and organisational performance in the Iraqi mobile telecommunication sector.Design/methodology/approachResearch suggests that knowledge management strategies are essential capabilities for effective innovation and organisational performance. Through analysis of surveys collected from 220 mid‐level managers, the present study empirically tested a proposed theoretical framework by estimating structural equation model.FindingsThe results show that knowledge management strategies had a statistically significant and direct positive effect on innovation and organisational performance. Most outstandingly, the results indicate that knowledge management strategies had a positive and statistically significant effect on organisational performance through the partial mediation effect of innovation.Originality/valueConclusions of the present study may help academics and managers in implementing knowledge management strategies in order to enhance innovation and improve organisational performance.

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“…Anthony and Govindarajan (2003) BSC is a very relevant management tool to achieve the company's objectives. Wegmann (2008) BSC can be viewed as a vehicle within organizations, improving its development. Atkinson (2006) BSC is one of the tools that provides focused and useful information to managers.…”

Section: Kerssens-van Drongelen Nixon Andmentioning

confidence: 99%

The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile

Oliveira

Pinho²,

Silva³

2018

GeS

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Rev i sta El etr ôn ic a Ge st ão &ABSTRACT Organizational culture plays a key role, as it characterizes the way organizatio ns behave, decide and guide their own success. No wadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, le arning and growth are also im portant in order to fulfill the requirem ents related to the defined performance. Regarding the global competition that organizatio ns increasingly face, there are a number of strategic m easurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its fo ur perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizatio nal performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is y et unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Seco nd, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Resul ts indicate that organizations with the BSC are more receptive to L earning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher pro porti ons. .

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The Balanced Scorecard as a Knowledge Management Tool: A French Experience in a Semi-Public Insurance Company

Cited by 7 publications

References 27 publications

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

Knowledge management strategies, innovation, and organisational performance

The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile

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