The balanced scorecard for school management: case study of Thai public schools

Rompho, Nopadol

doi:10.1108/mbe-02-2019-0012

Cited by 14 publications

(28 citation statements)

References 44 publications

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“…Elemen pertama adalah tujuan strategis yang disusun dengan alat bantu peta strategi. Peta strategi adalah alat yang membuat strategi lebih transparan dan nyata (Rompho, 2020). Elemen kedua yaitu ukuran kinerja.…”

Section: Metode Balanced Scorecardunclassified

“…Elemen kedua yaitu ukuran kinerja. Setiap tujuan strategis dalam peta strategi harus dapat diukur (Rompho, 2020). Elemen ketiga yaitu sasaran atau target nilai.…”

Section: Metode Balanced Scorecardunclassified

“…Setiap ukuran kinerja harus digabungkan dengan target nilai yang ingin dicapai organisasi. Elemen terakhir yaitu inisiatif strategi yaitu kegiatan yang perlu dilakukan organisasi untuk mencapai tujuannya yang disajikan dalam peta strategi (Rompho, 2020).…”

Section: Metode Balanced Scorecardunclassified

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Implementasi Manajemen Strategi Melalui Balanced Scorecard Pada UMKM Amelia Snack Dan Cookies

Chairunnisa¹,

Salsabila²,

Aziza³

et al. 2022

JBM

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MSMEs, which had an essential role in the economy and employment, are still experiencing several obstacles. Proper strategic management is needed to overcome it. This paper aims to identify problems, formulate key performance indicators, and develop strategies using the balanced scorecard in one of the snack food SMEs in Bekasi. The business process formulation uses the flow of suppliers, inputs, processes, outputs, and customers (SIPOC). This study uses quantitative analysis by taking Amelia Snack dan Cookies as a research object. The primary data was sourced from pairwise comparison questionnaires and structured interviews with owners, direct observation, and supported by secondary data in the form of literature studies. Data processing is carried out by compiling. Fishbone diagrams, key performance indicators, and a balanced scorecard consist of four targets: finance, learning and growth, customer, and internal business. The results showed that Amelia Snack and Cookies had a low level of balanced scorecard in the learning and growth perspective. In addition, it has good levels in the other three views. Formulating the right compensation package, the proper training, and integrated marketing can be done as a development strategy. Meanwhile, the integration of all perspectives is needed for sustainability strategy. Keywords: balanced scorecard, MSMEs, performance measurement, strategic management Abstrak UMKM yang berperan penting dalam perekonomian dan penyerapan tenaga kerja masih mengalami beberapa kendala. Manajemen strategi yang tepat diperlukan untuk mengatasi hal tersebut. Paper ini bertujuan untuk mengidentifikasi permasalahan, merumuskan indikator kinerja utama, dan memformulasikan strategi dengan menggunakan balanced scorecard pada salah satu UMKM makanan ringan di wilayah Bekasi. Perumusan bisnis proses dilakukan dengan aliran supplier, input, process, output, dan customer (SIPOC). Penelitian ini menggunakan analisis kuantitatif den[1]gan mengambil objek penelitian yaitu UMKM Amelia Snack dan Cookies. Data yang digunakan merupakan data primer bersumber dari kuesioner pairwise comparison dan wawancara terstruktur dengan pemilik UMKM, observasi langsung, serta didukung oleh data sekunder berupa studi literatur. Metode pengolahan dan analisis data dilakukan dengan menyusun fishbone diagram, Indikator Kinerja Utama (IKU), dan balanced scorecard yang terdiri dari empat sasaran yaitu keuangan, pelanggan, internal bisnis, serta pertumbuhan dan pembelajaran. Hasil penelitian menunjukkan bahwa UMKM Amelia Snack dan Cookies memiliki tingkat balanced scorecard yang rendah pada perspektif pertumbuhan dan pembelajaran yaitu kepuasan dan kompetensi karyawan. Selain itu, memiliki tingkat baik dalam ketiga perspektif lainnya. Perumusan paket kompensasi yang tepat, pelatihan yang tepat, dan pemasaran terpadu dapat dilakukan sebagai strategi pengembangan UMKM. Sementara itu, integrasi semua perspektif diperlukan untuk strategi keberlanjutan UMKM Amelia Snack dan Cookies. Kata kunci: balanced scorecard, manajemen strategi, pengukuran kinerja, UMKM

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Section: Metode Balanced Scorecardunclassified

“…Elemen kedua yaitu ukuran kinerja. Setiap tujuan strategis dalam peta strategi harus dapat diukur (Rompho, 2020). Elemen ketiga yaitu sasaran atau target nilai.…”

Section: Metode Balanced Scorecardunclassified

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Implementasi Manajemen Strategi Melalui Balanced Scorecard Pada UMKM Amelia Snack Dan Cookies

Chairunnisa¹,

Salsabila²,

Aziza³

et al. 2022

JBM

View full text Add to dashboard Cite

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“…This might be explained by the need for investments and the lack of a means to measure the benefits provided by KM (Asad et al , 2021). The Balanced Scorecard (BSC) is an organizational performance tool used in several sectors, including education (Rompho, 2020), which has the benefit of using both nonfinancial and financial indicators (Chopra and Gupta, 2020). In a study of Iranian industries, Valmohammadi et al (2019) identified a relationship between KM practices and the BSC.…”

Section: Introductionmentioning

confidence: 99%

The influence of the knowledge management processes on results in basic education schools

Cordeiro

Oliveira

Sánchez-Segura

2022

JKM

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Purpose This study aims to identify the influence of knowledge management processes on the performance of basic education, including both private and confessional organizations. Design/methodology/approach This study is based on a positivist view of science and adopts a quantitative approach. A survey was conducted that received 242 answers, which were analyzed using structural equation modeling. Findings All the knowledge management processes were found to impact all the dimensions of organizational performance in the schools. The role knowledge creation exerts on people in the organization was made apparent, as was the way in which knowledge storage impacts three Balanced Scorecard dimensions, namely, people, internal processes and sustainability. Research limitations/implications This research is limited to private confessional basic education schools in Brazil that work at one or more levels of basic education. Practical implications This research is intended to help educational managers improve their knowledge management practices and achieve better performance within the educational environment. Originality/value The present study identifies two topics which are still under-investigated in the field of private confessional basic education, namely: the knowledge management processes and the Balanced Scorecard approach.

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“…This has exacerbated the shortcomings of a narrow-focused financial performance measurement system and strengthened the call to embrace contemporary management accounting techniques such as the balanced scorecard (BSC) (van Iwaarden et al , 2009; Sardi et al , 2020). Since their emergence in the early 1990s, organizations have embraced the BSC developed by Kaplan and Norton (1992) as one of the widely acclaimed performance management frameworks (Wiersma, 2009; Rompho, 2020). Despite the popularity of BSC, empirical evidence suggests that the debate on its ability to create and add value to firms hangs in the balance (Alewine and Miller, 2016; Reda, 2017; Aly and Mansour, 2017; Zawawi and Hoque, 2020).…”

Section: Introductionmentioning

confidence: 99%

Balanced scorecard usage and organizational effectiveness: evidence from manufacturing sector

Oyewo

Moses

Erin³

2021

MBE

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Purpose This study aims to investigate the drivers and impact of balanced scorecard (BSC) usage on organizational effectiveness in manufacturing companies. The objectives of the paper were to assess the organizational factors affecting the usage intensity of the BSC; the relative benefits of BSC determining its adoption speed; and the extent to which BSC usage enhances organizational effectiveness. Design/methodology/approach The study adopted a survey research design. Data collection was through a structured questionnaire administered on senior accounting/ finance personnel of 300 manufacturing companies that are members of the Manufacturers Association of Nigeria. Binary logistic regression analysis, discriminant analysis and structural equation modeling (maximum likelihood estimation method) were used to analyze survey data obtained from 104 BSC adopters. Findings Result shows that the three organizational factors affecting BSC usage intensity are affiliation to a foreign entity, availability of specialist skills and business strategy (strategic pattern). The strongest predictor is, however, the availability of specialist skills. The strongest determinants of the BSC adoption speed are the need for financial stability and the importance of customer feedbacks. The impact of BSC usage on organizational effectiveness is positive, statistically significant but weak. The inability of BSC usage to contribute appreciably to organizational effectiveness is attributable to the lack of integration among the performance measures in the BSC framework and the shallow usage rate of BSC. Practical implications Although it is commendable that financial stability and customer satisfaction strongly drive BSC adoption speed, the low rating recorded by other factors related to product development, employee development and process improvement suggests that the performance measures in the BSC framework are not used in an integrative manner. This also confirms that the BSC, like other innovative management accounting techniques, is applied at a rudimentary level by organizations in Nigeria. Originality/value The current study contributes to knowledge by exposing the organizational factors and relative benefits driving BSC adoption. It provides empirical evidence on why the BSC may not deliver the optimal benefit of improving organizational effectiveness despite its popularity and potential as an integrated performance measurement (IPM) apparatus that can add value to organizations. The paper adds to the scarce literature on IPM in developing countries. Drawing from the result that availability of specialist skills is the strongest predictor of BSC usage intensity, the practice of enmeshing the management accounting function with general accounting/finance should be discouraged.

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The balanced scorecard for school management: case study of Thai public schools

Cited by 14 publications

References 44 publications

Implementasi Manajemen Strategi Melalui Balanced Scorecard Pada UMKM Amelia Snack Dan Cookies

Implementasi Manajemen Strategi Melalui Balanced Scorecard Pada UMKM Amelia Snack Dan Cookies

The influence of the knowledge management processes on results in basic education schools

Balanced scorecard usage and organizational effectiveness: evidence from manufacturing sector

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