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Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
... Planning and implementing a strategy successfully is one of the most critical and urgent management tasks for improving and maintaining high organisational performance (Kaplan & Norton, 2008;Mankins & Steele, 2005) provided that the strategic development process and the control of strategic implementation work well (Dyson et al., 2007;Forrester, 1961;Sterman, 2000). Although strategy development and evaluation seem to take the centre stage (Sull et al., 2015) and care in the implementation phase is criticised and perceived as insufficient, strategic execution rates are described as high (Alexander, 1985;Cândido & Santos, 2015;Kaplan, 2008;Kaplan & Norton, 2004b;Mankins & Steele, 2005;Sterling, 2003). ...
... Precisely for the above criticisms about the implementation phase, balanced indicators (e.g., Balanced Scorecard) Atkinson, 2006;Banker et al., 2004;Kaplan, 2008;Kaplan & Norton, 1996b, 2004bTapinos et al., 2011) and focused on measuring strategy, contributing to better performance and mitigating dysfunctions within the strategic implementation of the closed control loop (Dyson, 2000). Against this backdrop, Strohhecker (2016) research concluded that the Balanced Scorecard (BSC) facilitated the translation of strategy into action, so as decision -making with strategic implementation (Brehmer & Dörner, 1993;Dörner, 1996;Hämäläinen et al., 2013;Moxnes, 1998;Sterman, 1989). ...
... In this context, following the BSC approach, the strategic decisions implemented are supported by a set of metrics that, at the same time, balance the strategy (Kaplan & Norton, 1996. Therefore, a BSC cockpit should reflect these ideas, as Kaplan and Norton (2001a) argued; they later suggested that strategies should be complemented with strategy maps (Kaplan & Norton, 2001b, 2004b. It is assumed that, with the use of strategy maps, decision -makers will improve their understanding of the importance of the cause and effect relationship and make a decision at a later point in time, causing performance to increase as the same authors postulated. ...
Objective
Managers recognise the ability of the Balanced Scorecard (BSC) to leverage strategic focus and organisational performance. In addition, the BSC is capable of addressing strategic focuses, aligning and monitoring strategic goals.
Considering the strategic focus and organisational performance, various studies have been carried out related to the BSC; however, few studies have delved into the knowledge and relevance recognised by organisations with and without the BSC. Considering the organisations that have implemented the BSC and those that have not, this research empirically demonstrates the real benefits of this tool.
Methodology
A quantitative approach was adopted, using a questionnaire drawn up on the basis of a literature review. The respondents were managers of companies that have implemented the BSC and managers of companies that have not implemented the BSC.
Results and Conclusions
This research shows that the characteristics and benefits of the BSC are confirmed by the managers of the main exporting organisations in Portugal, regardless of whether they have the BSC implemented or not. In companies that do not have the BSC in place, managers agree that if the BSC were implemented, it would support strategic focus and improve the monitoring of organisational performance.
Added Value
The contribution of this research is useful for both academics and professionals, as it highlights the relevance of the BSC with regard to strategic focus and performance management.
Recommendations: The BSC should be used to track strategic focus and organ-isational performance on a monthly basis
... Strategic plan is a document that communicates organization's goals and the activities needed to achieve those goals (Dlamini et al., 2020). Building SP involves deep understanding of the organization where vision, mission and core values are crafted followed by establishment of objectives, strategies, outcomes, KPIs, target, result framework, and finally; resource requirements for execution of the plan (Kaplan & Norton, 2004). SP provides a step-by-step instruction for carrying out the strategies (Wiraeus & Creelman, 2019), provides direction for the organization (Ritson, 2019), defines the organization, focuses efforts and provides consistency (Mintzberg et al., 2020). ...
... SP provides a step-by-step instruction for carrying out the strategies (Wiraeus & Creelman, 2019), provides direction for the organization (Ritson, 2019), defines the organization, focuses efforts and provides consistency (Mintzberg et al., 2020). Skills refers to the know-how required to perform the processes critical to the success of the strategy (Kaplan & Norton, 2004). Training allows employees to acquires new skills or improve existing ones (Mullins, 2005) and eventually influencing positively and significantly implementation of SPs (Mgute & Nyakwara, 2022). ...
The study through the aid of BSC aimed to determine the effect of skill development on implementation of strategic plan in public sector with the objective to examine its effect on successful implementation of strategic plan at selected public sector institutions in Tanzania. The study was positivist research with a quantitative approach under both descriptive and correlational research design through a survey research strategy. Population of the study was 541 permanent staff at MSD, NHIF, TMDA, NIMR and NPHL where a sample of 230 staff was selected through systematic random sampling. Data was collected through questionnaires with a response rate of 96.9 percent and analysed through regression analysis. The study has found that independent variable affects significantly the dependent variable (F=152, p-value=0.0<<0.05) and the coefficient is positive and statistically significant from zero. Consequently, skill development has positive and significant effect on successful implementation of strategic plan in public sector. This finding indicates that skill development has significant effect on successful implementation of strategic plan in public sector. The study recommends PSIs to strengthen provision of employee training to develop appropriate skills required to ensure successful implementation of their strategic plans.
... La literatura en contabilidad de gestión y control gerencial ha avanzado y ampliado su alcance, incorporando, a la perspectiva tradicional de provisión de información formal y financieramente cuantificable, medidas de desempeño no financieras para brindar información incremental sobre activos intangibles (Amat, 2000;Kaplan y Norton, 2004;Anthony y Govindarajan, 2008;Lueg y Radlach, 2016;Hernández-Madrigal, 2017). Dentro de las medidas de desempeño no financieras se agregaron recientemente métricas ligadas al desarrollo sostenible, acompañando el cambio desencadenado en las prácticas de gestión de costos, presupuestos y sistemas híbridos de medición del desempeño, por el creciente interés en temas de sustentabilidad y su incorporación en la estrategia (Arroyo, 2012;Mercês et al., 2017). ...
... b) Realizar un uso diagnóstico de la información generada por la contabilidad de gestión y el sistema de control gerencial en oportunidad de analizar los desvíos presupuestarios y las medidas de desempeño, para comparar el desempeño real con los objetivos sociales y ambientales definidos. Esto es clave para obtener resultados medibles de las estrategias ambientales y sociales que se hayan formulado, dado el sesgo cognitivo del ser humano de solo poner atención a lo que se puede medir (Kaplan y Norton, 2004;Gond et al., 2012). Los sistemas de incentivos y compensaciones deben acompañar este proceso (Malmi y Brown, 2008;Arjaliès y Mundy, 2013). ...
El enfoque de la lógica institucional ha sido reconocido recientemente por su potencial para interpretar los acoples y desacoples entre la contabilidad de gestión y los sistemas de medición de desempeño hacia la sustentabilidad y la toma de decisiones. Sin embargo, existen aún vacíos en la literatura para entender este proceso. El artículo propone una estructura conceptual para describir cómo el control y la contabilidad de gestión pueden cumplir un rol catalizador para incorporar la sustentabilidad en las decisiones gerenciales y apoyar la implementación de estrategias sostenibles, bajo la lógica institucional. Se desarrolla un ensayo teórico que considera la complementariedad de diferentes abordajes y vincula niveles de análisis: supraorganizacional, organizacional y gerencial, mediante revisión de la literaturaa partir de búsquedas en Google Scholar y Scopus. La principal contribución es un enfoque multinivel del control gerencial para acotar el riesgo de restringir la sustentabilidad a lo declarativo, filantrópico o al greenwashing.
... A nivel corporativo, los activos intangibles se perciben tradicionalmente como la base de la ventaja competitiva de una empresa (Barney, 1991). Según Kaplan y Norton (2004), los activos intangibles de las compañías pueden incluir: capital humano (habilidades, conocimientos y valores); capital informacional (sistemas, bases de datos y redes) y capital organizativo (cultura, alineación, liderazgo y trabajo en equipo). Así, los intangibles se basan principalmente en la creatividad humana, no en los componentes materiales, y se transforman en valor a largo plazo para las organizaciones mediante la generación de conocimiento, la capacidad innovadora y la formación de alianzas, entre otros (White, 2006). ...
El objetivo del presente trabajo es analizar el compromiso empresarial en materia de ODS de las empresas españolas no cotizadas, apenas consideradas en estudios previos, así como identificar las posibles variables relacionadas con este compromiso. Adicionalmente, se han buscado diferencias en base a características empresariales escasamente estudiadas en este ámbito. Nuestros resultados sugieren que aún hay margen de mejora a la hora de implantar los ODS a nivel empresarial en España y ponen de manifiesto que existe una asociación positiva entre tamaño empresarial, activos intangibles, actividad internacional y ser una empresa pública, con el compromiso en materia de ODS.
... Accordingly, the investment-based approach has been adopted, which is one of the most accepted approaches to measure IC (Forte et al., 2017;Goebel, 2015). Sales have also been considered as a proxy for RC, as they are representative of the company's market share and customer loyalty (Ferraro and Veltri, 2011;Iazzolino et al., 2018;Kaplan and Norton, 2004). In this way, the proposed model also overcomes limitations of previous studies that have relied on flawed approaches to IC measurement (Iazzolino and Laise, 2013;Marzo and Bonnini, 2023). ...
The objective of this study is to analyse whether differences exist in the value relevance of intangible assets (IA) and intellectual capital (IC) between firms in the financial sector and other industries. A quantitative approach was adopted. Drawing on the work of Ohlson (1995), an original price model is constructed in the form of a specified panel data model with fixed effects. Data from to 2009-2018, directly collected from primary sources, were used. The sample comprises 52 firms listed on the Argentine capital market without interruption throughout the period. The results show that the value relevance of IA and IC differs between non-financial and financial firms. Among the former, only the human and structural dimensions of IC were of interest to investors. In contrast, both identifiable intangible assets and the three dimensions of IC influence bank valuation, thereby confirming the importance of intangibles in this industry. The study contributes to knowledge of the impact of industry on market valuations of intangibles, which is a somewhat unexplored line of research and, likewise, to knowledge of the banking industry, a sector that has been less well studied in previous research.
... At the functional level in IT companies, decisionmaking involves optimizing specific departments such as software development, IT infrastructure, data analytics, and cybersecurity to support higher-level strategies (Reichstein, 2019). Kaplan and Norton (2004) argue that aligning functional decisions with strategic objectives ensures cohesive implementation throughout the organization. For example, software development managers must choose programming languages and development frameworks that align with the company's innovation goals and technological direction (Reichstein, 2019). ...
The need for organizations to remain flexible is crucial. This study aims to assess the way organizational culture, dynamic environments, and strategic choices can be related in the case of the Jordanian ICT industry with emphasis on the mediating effect of the dynamic environment. The paper employed a questionnaire sent to 256 employees from several ICT companies involved in strategic decision-making and planning. The analyses showed that organizational culture significantly affects strategic decision-making, with the dynamic environment serving as an important mediator. More precisely, it explained 50.6% of the variance in decision-making (R² = 0.506) and 52.2% of the variance in perceptions about the dynamic environment (R² = 0.522). Thus, consistency (p = 0.007) and adaptability (p = 0.006) emerged as critical cultural dimensions that enhance effective strategic decision-making. Additionally, the prominent effect of the dynamic environment on decision-making was identified (p = 0.000). Therefore, Jordan’s ICT companies can enhance their strategic decision-making and gain a competitive advantage in a sustainable manner by focusing on organizational culture with priorities on consistency and adaptability. This kind of culture ensures better alignment with strategies and quick responses to market or technological changes, contributing to long-term business sustainability. Acknowledgment Acknowledgments are expressed to Middle East University, Amman, Jordan, for the financial support to cover this article’s publishing fee.
... tool facilitates the understanding of how key elements, such as finances, customers, internal processes and organizational learning, interconnect to generate long-term value. Kaplan and Norton (2004), who popularized the concept in the context of the Balanced Scorecard, explain that the strategy map helps align daily activities with the organization's strategic objectives, allowing for more effective performance management. By clarifying these cause-and-effect relationships, the strategy map becomes an essential guide to ensure that all members of the organization understand and work toward the same goals. ...
Objective: The main objective of this article is to develop a measurement methodology that allows to evaluate the degree of fulfillment of the vision in an organization through strategic planning. Methodology: To achieve this objective, a descriptive and analytical approach was implemented, through which the concepts of the Balanced Scorecard theory, the Strategic Map and the Balancing principle were analyzed to understand the functioning, behavior and contribution of the objectives stated in a Strategic Planning to formulate an equation that objectively measures the progress towards the fulfillment of the business vision. Results: The results obtained revealed that the developed equation allows to accurately identify the areas in which the organization is progressing according to its vision, as well as those that require improvement. This quantitative tool is flexible and applicable to different organizational contexts, which makes it a valuable addition to strategic management. Conclusion: The proposed methodology provides an effective way to measure and manage the company's vision, facilitating informed decision making aimed at fulfilling long-term objectives. In this way, a continuous alignment between strategic activities and the organizational mission is ensured, promoting a sustained and coherent development of a company that allows it to achieve organizational success for the well-being of society in accordance with the Sustainable Development Goals.
... According to [25], the balance scorecard model would give the company feedback from both inside and outside, enabling it to perform better. In contrast to organizations that use both monetary and non-monetary metrics to appraise performance now and, in the future, [26,27] and [28] conclude that organizations that solely use financial metrics to evaluate their performance do not evaluate the organization's performance in the fullest sense. One of the limitations of the balanced scorecard model is that it places a greater emphasis on internal factors and a lesser emphasis on external factors. ...
Since education has the transformative power to advance a nation through increased opportunities, social cohesion, and sustainable economic growth, public universities are essential in every nation. These institutions are instrumental in advancing the Sustainable Development Goals through the generation of knowledge and the initiation of research that results in innovative breakthroughs. This investigation sought to determine the effect of restructuring strategies and regulatory framework on performance of selected public universities in Kenya. It was specifically concerned with determining how the performance of a few Kenyan public universities was affected by restructurings related to operations, downsizing, and governance reform; and as well examine how government regulations moderate the relationship between restructuring strategies and performance of selected public universities in Kenya. The research utilized dynamic capability theory, institution theory and balanced scorecard model. A semi-structured questionnaire was administered to 341 public university management team members. A multiple linear regression model was employed to evaluate the study hypothesis, utilizing a 95% level of significance for hypothesis testing. According to the study's findings, the performance of the chosen public universities was considerably improved by operations redesign and downsizing restructuring while governance reform restructuring negatively affected the university performance. On the other hand, regulatory framework played a significant moderating role between restructuring strategies and performance of the selected public universities in Kenya. The results provide empirical validation of the robustness of restructuring strategies and regulatory framework in explaining the moderating effect of regulatory framework on the relationship between restructuring strategies and organization performance. The study adds a new dimension to the existing body of knowledge, emphasizing the critical role of external regulatory environments in shaping the effectiveness of internal organizational strategies. The study recommends that university management members must adopt and maintain high standards of quality education and assurance as outlined by the Commission of University Education, performing regular quality checks of academic programs and ensuring that teaching facilities meet recommended standards.
... Oyewo, Moses, and Erin (2022) believed that the balance scorecard approach would provide both internal and external feedback, allowing the firm to enhance its performance. According to Kaplan and Norton (2004), Kotane and Kuzmina-Merlino (2015), and Lueg and Vu (2015), organizations that only use financial metrics to evaluate their performance do not evaluate it in the fullest sense, as opposed to organizations that use both monetary and non-monetary metrics to appraise performance now and in the future. Financial indicators are best adapted to evaluate performance in the industrial age, but they cannot be utilized to assess value-generation mechanisms in current business organizations (Tawse, & Tabesh, 2023;Agarwal, Kant, & Shankar 2022). ...
Every country needs public universities because education's transformative power advances the nation by fostering social cohesion, expanding opportunities, and fostering sustainable economic growth. Public universities are instrumental in achieving the Sustainable Development Goals by promoting knowledge generation and leading research that results in innovative discoveries. These organizations play a crucial role in promoting the Sustainable Development Goals by producing knowledge and conducting research that leads to innovative advancements. Although they play a vital role, public universities in Kenya encounter numerous challenges, including feedback from stakeholders regarding inadequate services, which impacts the overall performance of these institutions. This research aimed to examine how restructuring strategies influence the outcomes of certain public universities in Kenya. Specifically, to determine how operations redesign restructuring, downsizing restructuring, and governance reform affect the performance of selected public universities in Kenya. It also aimed to examine the mediating effect of organizational agility on the relationship between restructuring strategies and the performance of selected public universities in Kenya. The investigation used balanced scorecard, dynamic capabilities, and contingency theory. A semi-structured questionnaire was distributed to 341 public university management team members. To evaluate the study hypothesis, a multiple linear regression model was used, with a significance level of 95%. The results of the study showed that downsizing and operations redesign significantly enhanced the performance of the selected public universities while the restructuring of the governance reform resulted in a decline in performance at the selected public universities in Kenya. Moreover, organizational agility was identified as a partial mediator in the relationship between restructuring strategies and the performance of selected public universities in Kenya. The study suggests that university management should carefully reevaluate the approach to governance reform restructuring in order to lessen its negative effects, while concentrating on bolstering operations redesign and downsizing strategies to improve performance in the chosen public universities. In order to achieve better performance in the chosen public universities, university management should also be well-versed in how to combine organizational agility with restructuring strategies while abiding by the rules governing the higher education sector.
... Strategic plan is a document that communicates organization's goals and the activities needed to achieve those goals (Dlamini et al., 2020). Building SP involves deep understanding of the organization where vision, mission and core values are crafted followed by establishment of objectives, strategies, outcomes, KPIs, target, result framework, and finally; resource requirements for execution of the plan (Kaplan & Norton, 2004). SP provides a step-by-step instruction for carrying out the strategies (Wiraeus & Creelman, 2019), provides direction for the organization (Ritson, 2019), defines the organization, focuses efforts and provides consistency (Mintzberg et al., 2020). ...
This study through the aid of BSC aimed to determine the effect of employee adaptability on implementation of strategic plan in public sector with the objective to examine its effect on successful implementation of strategic plan at selected public sector organizations in Tanzania. The study was positivist research with a quantitative approach under both descriptive and correlational research design through a survey research strategy. Population of the study was 541 permanent staff at MSD, NHIF, TMDA, NIMR and NPHL where a sample of 230 staff was selected through systematic random sampling. Data was collected through questionnaires with a response rate of 96.9 percent and analysed through regression analysis. The study has found that independent variable affects significantly the dependent variable (F=152, p-value=0.0<<0.05) and the coefficient is positive and statistically significant from zero. Consequently, employee adaptability has positive and significant effect on successful implementation of strategic plan in public sector. This finding indicates that employee adaptability has significant effect on successful implementation of strategic plan in public sector. The study therefore recommends PSOs to strengthen identification and implementation of initiatives geared toward developing and or improving employee adaptability competencies which will enhance employees’ capabilities to adjust themselves and adopt accordingly to the changes as they take place within their organizations, which is critical for effective implementation of Strategic Plan.
... This approach is intended to assess a company's performance. In this research, the balanced scorecard framework serves as a tool for mapping out strategies crucial to the organization's success (Kaplan & Norton, 2004). A balanced scorecard is an efficient and thorough management tool that offers a clear and detailed view of business performance (Yuwono et al., 2004). ...
This research explores the policy approach adopted by the management of Serang Tourism Village for village development, with an emphasis on the five livelihood capitals and the community’s strategies for sustaining livelihoods after development. Employing a mixed-methods sequential exploratory approach, the research identifies the key policy strategy as the creation of BUM Desa. This initiative has boosted PADes contributions to villages, thereby advancing local development. Consequently, this has improved access to the five livelihood capitals, fostering more sustainable livelihoods. The research also underscores the community's susceptibility to the impacts of the Covid-19 pandemic, emphasizing the importance of both the tourism and agriculture sectors in sustaining livelihoods during crises. It concludes that the tourism village strategy implemented by BUM Desa plays a significant role in supporting the community’s well-being through the five capitals, thereby protecting their living conditions from potential vulnerabilities. The results should prompt local authorities to focus on enhancing the capabilities of BUM Desa, aiming to offer more sustainable livelihoods for the community.
... This interaction is particularly evident between corporate and business strategies. Consequently, a sustainable corporate strategy serves as a benchmark for a sustainable business strategy, and conversely, the outcomes derived from a sustainable business strategy bolster the attainment of a sustainable corporate strategy [69][70][71]. This reasoning serves as the foundation for Proposition 4. ...
The increasing global consciousness and collective recognition of the importance of sustainability, coupled with initiatives focused on sustainable development, have resulted in a heightened commitment and transformation among organizations and corporations in their endeavors to contribute to the achievement of sustainable development goals through their corporate sustainability initiatives. Prior studies have underscored the effects of corporate sustainability on various strategic levels, such as corporate, business, and operations, paving the way for further investigation. This paper seeks to establish a theoretical framework for sustainable operations strategy through six propositions and subsequently validate this framework via a qualitative case study analysis of a production and processing special economic zone in an emerging nation, specifically Indonesia. The findings from the empirical testing indicate that the proposed theoretical framework has been validated with minor adjustments, through the inclusion of good corporate governance and the adoption of local core values. The paper also presents theoretical and managerial implications, along with suggestions for future research avenues.
... Enfin, la gestion des connaissances favorise l'engagement des parties prenantes, incluant les employés, les clients et les partenaires, en créant des canaux efficaces pour la communication (Kaplan & Norton, 2004). ...
This study examines the essential role of Knowledge Management Governance (KMG) in creating an optimal balance between human resources, processes, and the use of technology within the Knowledge Management (KM) strategy, through the proposed conceptual framework. This study is based on an integrative literature review comprising 24 relevant articles in the field of corporate governance and knowledge management.
... Organisations increasingly recognise that to meet the ever-changing demands of customers; they must not only refine their products and services but also overhaul their underlying processes. Kaplan (2004) places BPR at the center of their approach to measuring a firm's progress in implementing strategy. In transitioning to a process-oriented enterprise, managers must thoroughly analyse which aspects of process performance are most directly linked to achieving the organisation's objectives. ...
Business Process Re-Engineering (BPR) has emerged as a crucial strategic tool for organisations aiming to enhance performance and competitiveness in today’s dynamic market. This study examines the influence of BPR on customer satisfaction within corporate organisations, with a particular focus on Sterling Bank Plc. A survey research design was adopted, utilising structured questionnaires to collect quantitative and qualitative data from 100 bank employees. The data were analysed using multiple linear regression to determine the influence of BPR practices and customer satisfaction in corporate organisations. The results reveal a strong positive correlation, with an adjusted R-squared value of 56.8% and a standardised coefficient of 0.775, indicating that effective BPR implementation significantly enhances customer satisfaction (p-value = 0.000). The findings demonstrate that BPR is essential for improving customer loyalty, service quality, and overall organisational success. It underscores the role of BPR in fostering a customer-centric approach, which is critical in a highly competitive business environment. To maximise these benefits, the study recommends that organisations continuously review and refine their BPR strategies, invest in employee training, and leverage advanced technologies to optimise business processes. Furthermore, fostering a culture of innovation and responsiveness and implementing regular feedback mechanisms is vital for ensuring that BPR efforts align with customer expectations and drive long-term improvements in organisational performance.
... Profit generation strategies can identify specific financial goals that align with the organization's goals and develop appropriate strategies. For example, they may aim to increase profit margins through a cost leadership strategy or achieve higher prices through product differentiation (Porter, 1980;Kaplan and Norton, 2004). ...
This study explores the definition of strategic management processes, their stages, and how different strategy types are integrated within these processes. It examines how strategies align with organizational objectives, environments, and performance. The aim is to enhance knowledge and understanding to improve strategic decision-making and ensure effective strategic planning and implementation. Using a compilation and analysis method, this study synthesizes previous research to help businesses gain competitive advantage, adapt to changing conditions, and assess performance. The study focuses on the relationships between strategy types and strategic management processes, as well as the potential future impacts of these interactions.
... Performance measurement is defined as assessment of various activities in the organizational value system that needs to adjust planning and control (Sarjono, Suprapto and Megasari, 2017). Top management wants to improve company performance, so attention should be focused on motivating employees to improve performance in non-financial or operational terms, because that is actually the long-term financial performance (Kaplan and Norton, 2004). ...
Introduction. Ensuring the quality of hospital services, quality control is carried out including monitoring and evaluation. One of the indicators is customer satisfaction and business processes aimed at measuring performance for the progress of the hospital. Method. This research used prospective observational research. Result & Analysis. Performance measurement of the Kendal Islamic Hospital Pharmacy Installation using the Balanced Scorecard method in terms of customer perspective with indicators of customer satisfaction and internal business process perspective with indicators of waiting time for concocted and non-concocted outpatient prescriptions, conformity of outpatient prescriptions with formularies, drug availability, and percentage of expired date and death stock drugs. Discussion. The results of the Balanced Score card approach in the Kendal Hospital Pharmacy Installation are “Fair” with an average score of 0.14. The customer perspective shows that patients are satisfied with the patient satisfaction index of 79.5%. Measurements from the perspective of internal business processes are quite good, the suitability of prescriptions with the formulary is 94.99%, the availability of drugs is 99.44% and death stock drugs are 1.08%, the waiting time for concocted drugs is 85.28% and non concocted 77.5%, expired drugs are 0.42%.
... To mitigate the issues with performance measurements in an organization, the balance scorecard approach provides a feasible solution involving assessing the financial and non-financial measures of a firm. The balance scorecard system mainly focuses on four main perspectives of a business name, learning and growth of the business, internal process of the business, customer, and financial aspect of the business (Kaplan & Norton, 2004). ...
Managing organizational knowledge and the effective utilization of knowledge resources are crucial for fostering continuous learning and innovation, enabling employees to adopt best practices within the organization. By leveraging knowledge resources, businesses can enhance decision-making, streamline processes, and respond to market volatility, ultimately driving competitive advantage and overall success. To achieve superior organizational performance amidst dynamic environments, it is vital to understand the role of competitive intensity and its impact on knowledge management and overall success. In the literature on Knowledge Management (KM), there are numerous contradictory findings regarding the relationship between Knowledge Management Orientation (KMO) and Organizational Performance (OP). Empirical studies are essential to address this gap and explore the evolving relationships between KMO and OP. This study aims to identify the effect of KMO on OP, focusing on the mediating role of competitive intensity. The population for this study consists of listed companies in Sri Lanka, that employ a census sampling technique. The study received 254 responses from a total of 295 listed companies, utilizing a structured questionnaire for data collection. The findings indicate a positive and significant effect of KMO on OP. However, the study also reveals that competitive intensity does not mediate the relationship between KMO and OP. This research provides valuable insights for academics, policymakers, and industry practitioners. It concludes that organizations can achieve growth and success despite intense competition in the marketplace by effectively implementing knowledge management practices. This study offers robust insights into strategic decision making, suggesting that external environmental volatility should not constrain organizational policy decisions. Instead, when knowledge-based resources are effectively applied, organizations can achieve their ultimate goals. Future researchers are encouraged to further investigate this phenomenon to uncover new insights within the field of strategic management.
... A perspective focused on learning and growth, detailing enhancements and modifications in the available resources to facilitate sustained development. The four perspectives delineate enduring strategic objectives, thereby constituting a strategy map that illustrates causality (Kaplan & Norton, 2004). ...
Philanthropy is a form of altruism that comprises private initiatives that enhance the public good. Throughout history, benevolence or voluntary contributions have appeared in numerous shapes and objectives, representing the economic and political framework of the time and various motivations. Non-profit organizations (NPOs) in Indonesia have undergone tremendous transformations, evolving to be more modern and professional. They determine market segments, manage donor networks, formulate fundraising strategies, and construct appropriate, impactful, and beneficial programs with the organization's system and human capital. Aside from that, Islamic NPOs have become more strategic and able to preserve a clear vision and mission. They have also established organizational structures, appointed qualified leaders, and designed long-term, medium-term, and short-term activity plans and budgets. Moreover, they have appointed program supervisors and assessed the effectiveness and efficiency of their plans. This research aims to investigate the broad issues confronting Islamic charity in Indonesia as it evolves towards a strategic institution. This study adopted qualitative methodologies to discover comprehensive explanations for the occurrences studied. In-depth semi-structured interviews with an array of practitioners and academics were employed to gather data. This study found that a great deal of effort is required to improve the capabilities of Islamic NPOs in terms of good governance, system strengthening, cultural internalization, public openness,
... These steps are crucial to ensure that STAI Attanwir remains relevant and competitive in the increasingly competitive national higher education landscape. According to Kaplan & Norton (2004), effective IC management can help organizations achieve competitive advantage and long-term sustainability through strategic planning and execution. ...
This research examines the intellectual capital (IC) at STAI Attanwir Bojonegoro, an Islamic higher education institution based on pesantren principles. The objective is to analyze the institution's human capital, structural capital, and relational capital, along with the challenges faced in managing IC in the digital era. A qualitative descriptive approach was employed, gathering data through in-depth interviews and documentary studies. The findings reveal that STAI Attanwir possesses strong human capital in terms of academic competence and Islamic knowledge among teaching staff and educational personnel. Structural capital is evident in the physical infrastructure and integrated information systems such as SIM STAI Attanwir, while relational capital is demonstrated through partnerships with community organizations, government entities, and alumni. Key challenges identified include adapting to technological advancements and managing social and political issues like radicalism. The research concludes by emphasizing the critical role of IC management as a strategy to enhance educational quality and institutional competitiveness in an increasingly competitive future.
... More viewpoints were discovered after analyzing the balanced scorecard. These can be included in a balanced scorecard based on the company's needs: Strategic Competitive Perspective: To attain a long-term competitive edge, businesses must evaluate their operations in terms of how well they rank in the minds of customers vs. rivals and provide low-cost, high-value products and services (Kaplan and Norton 2004;Venelin, Marin 2017). Under this perspective, key performance indicators might include long-term competitive advantage/market share, new product development and brands in the overall brands in the market. ...
The concept of a balanced scorecard emerged as a need to measure performance. The balanced scorecard helps strategic managers convert goals and objectives into day-today operational activities by answering the questions of what, when, who and how? The objective of this study was first to determine the balanced scorecard measurements used by the selected firms and then how it affects the performance of Cadbury Nigeria Plc, UAC of Nigeria Plc, Nestle Nigeria Plc, Chi Limited, Flour mills of Nigeria, Friesland Campina WAMCO Nigeria PLC, A & P Foods Limited and Unilever Plc. The data for this study were gathered using the questionnaire as an instrument. Four hundred copies of the questionnaire were administered to employees of the firms. The research hypotheses were tested with the Structural Equation Model (SMART-PLS). The result showed that the financial perspective has a significant effect on product performance,customer perspective has an effect on market performance, there is a relationship between internal business processesand organizational effectiveness and there is an existing effect between environmental perspective and innovative performance. It is recommended that the management of the selected firms must recognize the importance of a balanced scorecard as a strategic tool in converting waste to resources and improving performance. Managers must adopt the use of a balanced scorecard if they intend to be innovative and remain in business.
... While assistant principals do have administrative responsibilities, they typically play a more active role in the daily operations of the school. According to Kaplan & Norton (2004) individuals who possess a slightly lower mean score may demonstrate a heightened understanding of the complexities and successes associated with the transformation of administrative concepts into tangible strategies. Based on the findings of Hargreaves and Goodson's (2006) research, educational administrators must collaborate to effectively implement educational initiatives. ...
The present study aims to explore the efficacy of educational interventions implemented in primary schools within the Kingdom of Saudi Arabia. Specifically, it seeks to examine the viewpoints of principals, assistant principals, and teachers regarding the effectiveness of these activities. By employing a mixed-methods approach, this study utilizes descriptive statistics, analysis of variance (ANOVA), and regression analysis to thoroughly investigate the intricacies associated with educational practices. The results of the study revealed differences in the perceived effectiveness among various groups of stakeholders and regional discrepancies. Principals, in their capacity as educational leaders, demonstrate the highest mean scores, underscoring their crucial role in shaping the overall school culture. The significance of context in educational effectiveness is highlighted by regional variations, which are in line with the overarching objectives stated in Vision 2030. The regression analysis demonstrates a positive correlation between participant roles and perceived effectiveness, underscoring the importance of inclusive leadership. In its entirety, this study provides valuable insights that are essential for customizing educational methodologies to suit regional requirements, promoting cooperation, and improving the quality of primary education in Saudi Arabia.
... Although organisations acknowledge the advantages of strategic visions, they often have difficulties successfully implementing them, resulting in discrepancies between their intended strategies and actual results. Challenges include the need to harmonise ambitious aims with realistic constraints and to incorporate strategic objectives into daily activities without jeopardising long-term goals [2]. An analysis of notable examples such as Apple Inc. and Tesla, Inc., under the guidance of visionaries like Steve Jobs and Elon Musk, respectively, provides valuable insights into how strategic visions may drive organisations towards innovation and dominance in the market. ...
Strategically resolving organisational shortcomings was essential for long-term survival and gaining a competitive edge in today's changing business climate. Developing and communicating a strategic vision was crucial for aligning stakeholders and directing organisational actions. A recent study highlights the significance of establishing future-oriented objectives and efficiently executing them using strong management tactics. A good strategic vision must possess clarity, evoke motivation among personnel, and have a forward-looking viewpoint that directs decision-making and resource allocation. The essential steps for developing a strategic vision include analysing the external environment, including relevant stakeholders, and continuously improving the vision via iterations. Although strategic visions were widely recognised as advantageous, organisations often had difficulties executing them, resulting in discrepancies between planned strategies and realised results. Challenges included the need to strike a balance between aspirational aspirations and realistic limitations, as well as the task of incorporating strategic aims into day-today activities while maintaining a long-term perspective. Examinations of pioneering businesses such as Apple Inc. and Tesla Inc. underscore the profound influence of strategic visions that are in harmony with leadership guidance. These examples highlight the crucial need for maintaining regular communication and incorporating it into the various operations of an organisation.
... Los ejecutivos sustituyen las estructuras de los informes formales por temas y prioridades estratégicas que posibilitan la difusión de un mensaje consistente y la adopción de un conjunto de prioridades coherentes en todas las diferentes unidades organizacionales dispersas. (Kaplan & Norton, 2004) El mecanismo de aplicación de los distintos Tableros de Comando encuentra fundamentos en el método cascada, en cuanto requiere la implementación en forma descendente en todos y cada uno de los estratos de la organización. Esto permite alinear la estrategia corporativa con los niveles o departamentos inferiores, comunicarla y comprometer a todos los empleados, mejorar la coordinación entre los objetivos individuales y los empresariales, entre otros. ...
Esta investigación es resultado del análisis de la auditoría forense como herramienta de control en los procesos administrativos y financieros del sector público y privado. Por tal motivo, se pretende fortalecer a la ciencia forense como sustentadora de la justificación mediante el uso de disciplinas científicas adicionales que apoyen la prueba de los delitos, bajo una visión de detectives para aportar con información relevante como apoyo a las decisiones de jueces y peritos que dictan sentencias.
Por otra parte, dentro de los resultados se pretende analizar la percepción a nivel internacional en relación a los delitos económicos e identificar la importancia de la auditoría forense en la prevención del delito. Por tanto, la corrupción puede definirse como un acto ilícito e ilegítimo mediante el cual se obtienen ventajas, beneficios o privilegios para beneficio personal, para el cual se utiliza un cargo o un puesto privilegiado en la actividad administrativa pública o privada. Finalmente, la auditoría forense es considerada una herramienta idónea para la prevención del delito; siendo la sociedad en su conjunto la que está envuelta por la sombra de la corrupción en cada uno de los niveles estratégicos de las organizaciones, tomando una actitud preventiva, con métodos y técnicas que permiten evitar fraudes, los cuales pueden abrir brechas para que den facilidades de cometer actos ilícitos.
... Strategic maps [59] provide a process-oriented view that follows a logical sequence of activities that transforms resources (inputs) into immediate results (outputs), medium-term results or effectiveness (outcomes), and long-term results or effectiveness (impacts) [60,61]. The main goal is to deliver value to customers or citizens, depending on the focus of the map-a business or a government. ...
To achieve the objectives of reversing ongoing social and environmental degradation, there is an urgent need to accelerate efforts towards more sustainable and regenerative socio-technical systems. The 17 Sustainable Development Goals (SDGs) of the United Nations’ (UN) ambitious 2030 Agenda still face significant challenges. This article explores the role of innovation in accelerating efforts, emphasizing its social and transformative aspects related to governance issues. The research method includes an initial analysis of UN reports on governance challenges. Then, some gaps related to operational aspects are identified in the SDGs’ framework, through a process-oriented view proposed by the authors. The research problem examined from this analysis is whether transformative social innovation (TSI) could help improve the operationalization of SDG indicators. A systematic literature review shows that there are no well-established guidelines to promote TSI in the SDGs’ framework. Based on the findings, this article suggests some targets and indicators linked to TSI to enhance the SDGs’ framework. This study has theoretical and practical implications for future research on leveraging the means of implementation of sustainable development policies.
... The third dimension of the Balanced Scorecard is because of the 'internal processes of the organisation' that will strengthen the previous two sizes. Then, 'growth and learning' focuses on the improvement of team members, the quality of organisation's information system, the tools, layout and equipment to achieve goals [Kaplan et al., 2004]. ...
There is a sufficient amount of research to confirm that economic sanctions can cause significant damage both to the economic growth of a country and to companies operating in a sanctioned country. In response to multilateral economic sanctions, the sanctioned country develops a number of strategic programmes aimed at easing the sanctions and supporting its economy. Companies also develop strategies to survive and make sustainable profits.
The study aims to examine the strategies that enable companies not only to survive, but also to thrive in international markets; the functional strategies that companies use to increase the efficiency of their activities.
The Iranian automotive industry served as the empirical basis for the study. The case study is of Iran Khodro, one of the two leading companies in the Iranian automotive industry, which accounts for more than 50% of the automotive market in Iran, is given. Using data from companies in the automotive industry, we found that among the functional strategies, marketing strategy is the most important for its effectiveness.
In addition, the management of financial, customer and operational indicators based on the MTSP (Balanced Scorecard) is positively associated with the entry of companies into foreign markets. Finally, this study has showed that for companies in the automotive industry, access to new technologies, financial resources, a strategic plan and an export orientation are key to working successfully under sanctions.
Pengantar Dalam dunia bisnis yang kompetitif, pernyataan misi adalah inti dari identitas perusahaan. Misi bukan hanya sekadar kata-kata di atas kertas, melainkan panduan strategis yang memberikan arah dan makna bagi setiap keputusan bisnis. Dalam era globalisasi yang semakin kompleks, pernyataan misi juga memainkan peran penting dalam memastikan perusahaan tetap relevan dengan kebutuhan pasar dan tantangan lingkungan yang terus berubah. Melalui esai ini, akan dibahas pentingnya pernyataan misi sebagai dasar strategi bisnis, penerapan operasional, dan relevansinya dengan rencana bisnis secara keseluruhan. Elemen Utama dalam Pernyataan Misi Pernyataan misi yang kuat harus mencakup elemen-elemen fundamental yang mencerminkan tujuan utama, nilai inti, dan visi jangka panjang perusahaan. Tujuan utama adalah alasan mendasar keberadaan perusahaan, yang biasanya berfokus pada pemecahan masalah atau penciptaan nilai bagi pelanggan dan masyarakat. Nilai inti melibatkan prinsip-prinsip yang menjadi panduan moral perusahaan, seperti keberlanjutan, inovasi, atau inklusi. Sementara itu, visi jangka panjang menjadi peta yang mengarahkan perusahaan untuk mencapai cita-cita di masa depan. Dengan elemen-elemen ini, pernyataan misi menjadi dasar yang tidak hanya membangun kepercayaan tetapi juga memperkuat posisi perusahaan di pasar. Misi sebagai Panduan Operasional Dalam praktik sehari-hari, pernyataan misi menjadi panduan untuk semua aktivitas operasional perusahaan. Misi yang dirancang dengan baik dapat diterjemahkan ke dalam strategi bisnis, budaya organisasi, dan pengambilan keputusan. Sebagai contoh, perusahaan teknologi dengan misi "menghubungkan masyarakat melalui inovasi digital" akan memastikan bahwa produk yang dikembangkan sesuai dengan kebutuhan pelanggan, mendukung kemudahan akses, dan memberikan dampak positif pada komunitas. Selain itu, misi yang jelas juga membangun budaya kerja yang kohesif, di mana setiap karyawan memahami perannya dalam mencapai tujuan bersama. Dalam situasi krisis atau tantangan, pernyataan misi memberikan arah dan membantu perusahaan tetap fokus pada tujuan utamanya.
The article is devoted to the study of the influence of strategic management in increasing the efficiency and quality of logistics organizational structures. The article considers the classification of management decisions to ensure the effective operation of logistics providers, analyzes the essence of strategic management of organizations, features of corporate strategy, business strategy, and functional strategies. The reasons that make it difficult to transfer the logistics development strategy to lower levels of management have been identified. Theoretical approaches to the process of implementing logistics management strategies in organizational structures are proposed. It was determined that the key idea of the supply chain concept is the transition from functional management to management of cross-functional business processes. The advantages of strategically oriented organizations are highlighted, and it is also substantiated that a balanced system of indicators is effective for solving the problem of related business strategies and directions with the establishment of goals for the efficiency of logistics organizational structures. The four key processes that the Balanced Scorecard relies on to link short-term actions to long-term goals are described. Modern trends in changes in management styles from the management practices of advanced logistics providers are analyzed. The mechanism of application of the Deming cycle and reengineering of business processes is substantiated. It has been proven that effective implementation of the concept of strategic management of the logistics organizational structure is possible only when the organization is strategically oriented.
One of the major challenges for businesses in the era of digital transformation and sustainable development is the important and strategic area of human resources. Because digital technologies, especially artificial intelligence and sustainability requirements, both directly affect and are affected by various human resources sectors and processes. Therefore, it is necessary for the human resource management model to reinvent itself in an agile manner with the business model and balancing internal and external expectations, taking into account the two fundamental challenges of digital transformation and sustainable development. Sustainable human resource management plays a key role in achieving business sustainability; but its managers have not been able to clearly demonstrate the cost structure, revenue stream, and social and environmental benefits to businesses. This research focuses on providing a sustainable digital human resource management canvas with an emphasis on artificial intelligence and its relationship with the sustainable business canvas. The research method is qualitative and based on a systematic review method, which was conducted using three key concepts: "Sustainable Human Resource Management", "Digital Human Resource Management", and "Human Resource Management and Artificial Intelligence" with the help of reputable articles in three databases: Science Direct, Scopus, and Web of Science. After several stages of screening, a total of 25 articles from Q1-ranked journals were selected as final articles for a more detailed and in-depth review. The findings from the meta-synthesis results included 5 dimensions and 20 components, which ultimately presented the sustainable human resource management canvas in the era of artificial intelligence. Attention and emphasis on the value dimension of artificial intelligence, including three components of perceptual, predictive, and prescriptive capacities, as well as the component of sustainable personal development in the value capture section, are among the most important distinguishing points of this article at the national and international levels, which is being presented for the first time in the world.
Aobra coletiva O Amanhã no Presente: Tecnologia, Inovação e
Aprendizagem Ativa é resultado de um esforço coletivo para
explorar as transformações que estão remodelando o panorama educacional
contemporâneo. As páginas deste livro levarão o leitor para um mundo de
ideias estimulantes e perspectivas cativantes. O livro traz 20 capítulos que
discutem o ecossistema educacional na atualidade, desde as bases até as
abordagens mais avançadas.
Purpose: The study aims to explore the varied results from existing literature on managerial accounting practices (MAPs), identifying trends, contradictions, and research gaps. The focus is on how MAPs influence financial performance, considering both traditional and contemporary practices. Design/methodology/approach: A comprehensive review of the literature was conducted, encompassing topics like how management accounting practices (MAPs) and strategy align, how MAPs have evolved theoretically, how firm characteristics affect MAPs, and how MAPs and organizational performance are related. 103 pertinent documents were found after searching the Scopus database for papers about "Managerial Accounting Practices and Financial Performance" from 2018 to 2024. A comma-separated file (.csv) was then prepared, including a total of 9,702 articles. VOSviewer was chosen to help with this analysis. Findings: The study reveals a lack of consensus regarding the relationship between MAPs and firm performance. Some studies show a positive correlation, while others report limited or even negative impacts. These findings highlight the complexities and nuances of the relationship between MAPs and firm performance. Research limitations/implications: The study emphasizes the need for more nuanced theoretical frameworks, standardized measurement tools, and research in developing countries to better understand the impact of MAPs on organizational performance. Practical implications: The study's findings underscore the importance of considering contextual factors and adopting tailored MAP strategies to maximize organizational success. This has significant implications for organizational managers, policymakers, and researchers. Originality/value: This study contributes to the literature by offering a comprehensive synthesis of existing research on MAPs, highlighting the complexities in their relationship with firm performance, and providing valuable insights for future research and practical application.
This study aimed to conduct a literature review of factors critical to strategy implementation in public sector from empirical studies conducted between 2015 and 2024 with the objective to identify and establish such factors to enhance effective strategy implementation in public sector. Scholarly articles on the subject matter from 2015 to 2024 which were available under open access were well-thought-out and afterward carefully selected from notable scholarly publications using scholarly database search engines, namely; Emarald, Research Gate and Google Scholar. After initial search, screening and thorough review, thirty-eight articles were included for further analysis in relation to the context of this study. In the order of frequency of appearance; the study has found that leadership, communication, skills availability, alignment, organization structure, organization culture and engagement carry much weight in enabling successful strategy implementation in public sector. The findings of this study therefore provide theoretical contribution on the development of a model for effective strategy implementation in public sector, and further assist public sector practitioners by providing them with the focus areas should they wish to experience successful implementation of their strategies. Since this study was only a literature review of empirical studies to identify and establish critical factors for successful strategy implementation in public sector, future studies may be conducted on how the identified success factors fit into a complete strategy execution model to effectively address strategy implementation gap in the public sector.
O alinhamento organizacional é uma qualidade relacionada ao desempenho organizacional. Muitas ações são implementadas para auxiliar no alinhamento, especialmente quando voltado para o alcance de estratégias, entretanto, alcançá-lo prossegue sendo uma tarefa difícil. Os recursos humanos, por serem componentes transversais em uma organização, são elementos chave para o sucesso do alinhamento porque atuam em tarefas e tomam decisões importantes para a organização. Por sua vez, a TI oferece suporte computacional para a realização de processos. Portanto há uma intercessão entre estas áreas nas tarefas cotidianas e seu alinhamento pode ser benéfico quando orientados para os objetivos da organização. As organizações possuem requisitos que podem ser satisfeitos por pessoas e/ou tecnologia. As falhas de alinhamento na estrutura de RH podem ser mitigadas pela TI ampliando as possibilidades de sucesso da organização. Neste artigo, investigamos as relações entre requisitos humanos e de software para melhor prospectar as formas de alinhamento das duas áreas. Para isso, elicitamos requisitos de software usando como insumo um exemplo de modelo organizacional, incrementado com a modelagem de competências humanas que são requeridas aos atores organizacionais. Posteriormente cruzamos as informações de competências humanas com os requisitos de software para identificar e avaliar as correlações visando encontrar elementos relevantes para auxiliar na decisão em ações de TI e de RH.
Tujuan penelitian ini adalah menganalisis beberapa faktor internal perusahaan yang sekiranya dapat memengaruhi kinerja perusahaan dan penelitian ini dapat menjadi pertimbangan bagi perusahaan dalam menentukan kebijakan baik itu jangka, pendek, menengah maupun panjang. Kepempimpinan, Kompetensi dan Komitmen merupakan tiga hal yang hendak dianalisis oleh peneliti terkait pengaruhnya terhadap kinerja pegawai. Kinerja pegawai yang baik tentu akan membuat kinerja perusahaan yang baik pula. Kepemimpinan dan Kompetensi diduga akan memengaruhi kinerja baik secara langsung maupun secara tidak langsung melalui Komitmen (dalam hal ini Komitmen menjadi variabel Intervening), dan penelitian akan menggunakan pengolahan data dengan metode Path Analysis dengan aplikasi SPSS. Dugaan ini bukan tanpa alasan sebab didukung dengan adanya penelitian terdahulu, teori teori dan pendapat para ahli mengenai adanya pengaruh faktor faktor tersebut terhadap kinerja.
The aim of this paper is to analyse publications on the Balanced Scorecard (BSC) over the last 65 years, identifying trends in its evolution. Using bibliometric techniques, the study carried out a systematic literature review using data from the Web of Science database, which indexes highly cited journals in various areas of research. The comprehensiveness and multidisciplinarity of the database, combined with the use of Vosviewer software, facilitated the analysis. 694 articles published up to December 2021 were identified. The analysis indicates a growing trend in publications related to the BSC, with notable collaboration and dispersion in journals from different areas. Most of the studies are qualitative, including case studies and questionnaires as primary data collection methods. The main themes explored include the application and integration of the BSC as a management model, mainly in large private sector companies, with a lesser incidence in small and medium-sized enterprises and public and non-profit organisations.
Purpose
The purpose of this study is to identify managerial perceptions, as well as individual and organizational contingencies, that influence the use of balanced scorecard (BSC) among SMEs.
Design/methodology/approach
This paper adopts a mixed methods approach to study the use of the BSC from a survey database of 414 SMEs across several industries in Portugal.
Findings
This paper shows the perceived benefits, reasoning and obstacles that managers face when using the BSC in SMEs. The BSC is not the first choice for strategic management control of most firms in the sample. Most SMEs in this study have an explicitly formulated business strategy. The results show that it is possible to implement the BSC in SMEs without a formalized strategy. Such findings seem to suggest that the use of the BSC may stimulate the formulation of strategies for those firms.
Research limitations/implications
The use of fuzzy-set qualitative comparative analysis limits the generalization of the findings; nonetheless, the transparency of the report enables replication without restrictions.
Practical implications
This paper proposes that the size of the firm and the characteristics of the manager may compensate for the absence of a strategy to guide BSC use.
Social implications
This paper advises a match between the stage of development of the SMEs strategy and the gender of the manager, which may have implications for recruitment purposes.
Originality/value
This study reports alternative configurations of individual and organizational conditions that lead to the use of the BSC in SMEs as well as configurations that prevent its use.
This study assessed the implementation of Corporate Governance in Private Owned Enterprises and its effect on corporate performance. Specifically, the study pursued the objectives of establishing the elements of Corporate Governance in Private Owned Enterprises (POEs), assessing implementation of Corporate Governance in POEs, examining the effects of Corporate Governance implementation on Corporate Performance in POEs and to recommend strategies for improving Corporate Governance implementation in POEs. Applying a qualitative methodology, the study collected data from 22 participants and analyzed it to unearth emerging themes and trends in line with the research objectives, using descriptive analyses. Based on the study findings concluded that corporate governance elements were established, implemented and positively affected the development and functioning of Destinies Park Holdings and exerts a strong influence on resource allocation. The study recommends amongst others that boards need to balance conformance such as compliance with legislation, regulation and codes of practice with performance aspects of the board's work. ii Private owned enterprises iii ACKNOWLEDGEMENTS
In today’s dynamic business environment, organizations constantly change their business models to respond to emerging digital technologies and shifting customer expectations. It is a fundamental challenge to translate these changes into the organization’s operating model. When organizations redesign their business models, significant adjustments to the operating model and its underlying business processes are necessary to ensure the effective delivery of the value proposition to customers. Existing research falls short in detailing how changes to the business model at the tactical level impact the operating model at the operational level. To address this gap, this paper introduces the Compass Method. This method provides guidance for decision-makers at the tactical and operational levels in identifying necessary changes to their operating model using a set of operating model design cards. The method has been developed following the design science research methodology and is grounded in extant knowledge from both business model research and process management research. Three rounds of design and evaluation of the method were completed in multiple settings. The study contributes to the understanding of the relationship between business models, operating models, and business processes, paving the way for the development of complementary methods and tools to further investigate this relationship.
The aim of this study was twofold: (a) to review the existing literature on multi-dimensional performance measurement (PM) in developing countries and (b) to identify the factors that influence the use of multi-dimensional performance measures (MPMs) and MPM tools such as the balanced scorecard (BSC) in developing countries. To achieve this, 102 papers published in accounting, PM and management journals between 1987 and 2012 were analysed. The principal findings of this review are: (a) firms in developing countries use MPM, but the rate of MPM use differs between countries; (b) the BSC is used as an MPM tool among firms in developing countries; (c) the use of MPM in developing countries is driven by many internal and external factors; (d) the main focus of MPM research in developing countries has been on the manufacturing sector; (e) the implementation and use of MPM in developing countries take into account the local cultural, institutional and operating environment and (f) some firms in developing countries were found to have developed their own multi-dimensional performance indicators. Based on the review undertaken for this study, various factors that appear to influence the use of MPM in developing countries were identified and classified, first as internal and external factors and then as enablers and causes. The study also highlighted future research directions.
This study investigates the impact of change in investment in intangible assets on the use of multi-dimensional performance measures (MPM) and organisational performance (OP). It also investigates the mediating effect of MPM on the relationship between change in investment in intangible assets and OP. Additionally, the current study investigates the moderating effects of market competition and banks’ size on understanding the change in investment in intangible assets and OP relationship. The study collected data using survey questionnaires distributed to the top-level management of Bangladeshi banks (n = 34) and post-questionnaire interviews. A partial least squares technique was used to test the hypothesised model. The three major findings were as follows: (1) change in investment in intangible assets positively affects OP; (2) there is a significant relationship between change in investment in intangible assets and MPM use and (3) the relationship between change in investment in intangible assets and OP is partially mediated by MPM. Additional analysis undertaken in the current study also found the moderating effects of market competition and banks’ size on understanding the change in investment in intangible assets and OP relationship.
The conclusion chapter recalls the objectives of the monograph, articulates key findings of different chapters, and discusses academic and practical contributions of the study sourced from different chapters. The chapter also discusses limitations of the study and future research direction. Overall, the chapter of this monograph is a precise account of the topic under investigation.
This chapter provides an overview of the breadth of corruption that has beset the U.S. nonprofit sector. This malfeasance is almost always the result of nefarious individuals seeking significant returns in a field that is only lightly regulated. The process of forming a new charity is relatively simple and legal action taken against unethical organizations is generally confined to the most egregious abuses. Throughout this study, a distinction is drawn between hard corruption, that is, illegal activities that are prosecutable crimes, and soft corruption, which in most cases is the deliberate misuse of a charity’s revenues for personal gain without the risk of legal peril. The Internal Revenue Service is responsible for granting organizations 501(c)(3) status, and they are also the only federal agency that compiles comprehensive data on nonprofits through the required annual reporting on Form 990. Although this information rests in the public domain, only a minority of contributors seek direct access to it before giving. Of the evaluative services that have emerged to intermediate between donors and charities, most rely on IRS Form 990 to examine and interpret the financial and administrative workings of the organizations under their lens. The focus on financial data to assess the viability of nonprofits has come under increasing criticism by those who believe that charities should be judged less by accounting rubrics and more by their accomplishments.
DEVELOPMENT OF INNOVATION MANAGEMENT MODEL FOR IMPROVING BUSINESS EXCELLENCE OF SMALL AND MEDIUM ENTERPRISES
The globalization of the world economy, together with its complexity, has made knowledge the main resource of nations as well as individual economic entities. Innovation has, consequently, become a key requirement for both global and local competitiveness of an organization. With knowledge as a central resource, the world economy is being rapidly transformed into a knowledge and innovation economy.
The primary problem of an enterprise is not the lack of ideas but the lack of strategic approaches to implementing innovative ideas and the ability to assess the potential value of an innovation. Furthermore, it is necessary that innovation should be implemented in a systematic and timely manner so that its estimated value should be fully realized. The aforementioned problems can be solved by means of innovation management accompanied by appropriate information technology solutions.
The scientific objective of this dissertation is to develop innovative methodology as well as practical software solutions in the process of innovation management to increase business excellence of small and medium-sized enterprises (SMEs). The methodology focuses on the activation of documentation management system potential as a catalyst in the process of modeling and application of process innovation and new business paradigms.
The target group of the research are manufacturing SMEs, which make up a significant segment of the Serbian economy and should be the driving force of economic development. The researchers used the experience gained in the implementation of the originally developed software solutions in the fields of document management and business process innovation in four food processing enterprises (four case studies).
Research results are presented by means of author-developed programs for statistical data processing and business excellence assessment (based on the EFQM 2013 methodology).
In this way, the practical application of the developed methodology is demonstrated together with its impact on the SMEs' innovation potential and their business excellence.
Keywords : management system, quality, innovation, document management, event-based management.
Over the past few years, intellectual capital reporting has become a key resource for enterprises, but its measurement and reporting represents a major challenge for managers and researchers. The aim of this paper is to empirically examine the relationship between intellectual capital reporting and measures of financial performance of quoted banks in Nigeria. The study adopted ex-post facto research design. Data used in the study were collected from the published annual financial statements of fifteen (15) commercial banks' websites and the Nigeria Stock Exchange as at December 31, 2016. We also adopted and modified Pulic (1998) Value Added Intellectual Coefficient (VAIC) Model which provided measurement for intellectual capital indices (SCEI) in relation to financial performance. We employed OLS regression tool to analyze the data with the aid of SPSS version 23 and E-view version 9. The findings of this study revealed mixed results as some elements of intellectual capital reporting were not significantly related to revenue growth and return on investment. It further depicted that Structural Capital Efficiency Index significantly related to return on investment. This study concluded that intellectual capital has not fully related to the financial performance of quoted commercial banks in Nigeria. It is recommended that International Accounting Standards Board (IASBs) should incorporate intellectual capital elements in standards as capital investments instead of being merely expensed in income statement. The study also endorsed the implementation of the International Integrated Reporting Council (IIRC) for full disclosure of intellectual capital in financial statements so as to avoid misleading information and to enhance the quality of financial performance.
The research empirically examined the relationship between intellectual capital and financial performance of quoted banks in Nigeria. The study adopted ex-post facto research design. Data used in the study were collected from the published annual financial statements of fifteen (15) commercial banks' websites and the Nigeria Stock Exchange as at December 31, 2016. The researchers also adopted and modified Pulic (1998) Value Added Intellectual Coefficient (VAIC) Model which provided measurement for intellectual capital indices (HCEI) in relation to financial performance. We employed OLS regression tool to analyze the data with the aid of SPSS version 23 and E-view version 9. The findings of this study revealed mixed results as some elements of Intellectual Capital were not significantly related to revenue growth and return on investment. It further depicted that Human Capital Efficiency Index significantly related to return on investment. This study concluded that intellectual capital has not fully related to the financial performance of quoted commercial banks in Nigeria. It is recommended that International Accounting Standards Board (IASBs) should incorporate intellectual capital elements in standards as capital investments instead of being merely expensed in income statement. The study also endorsed the implementation of the International Integrated Reporting Council (IIRC) for full disclosure of intellectual capital in financial statements so as to avoid misleading information and to enhance the quality of financial performance.
This chapter continues the review of the literature on describing soft assets and approaches to value creation used in the private sector. It also examines how soft assets are evaluated in previous research and explains how five soft asset capital components and nine key core value creation elements can be used to develop a qualitative tool to identify how soft assets are integrated into smart, resilient city development. Five soft asset capitals are people/human capital, institutional capital, external capital, technology/information capital, and social capital. Nine key core values are the nine soft asset value elements are selected as follows: (i) resource management: (ii) accessibility (mobility); (iii) health and well-being; (iv) equal access to services; (v) smarter services; (vi) community engagement; (vii) quality communication; (viii) security; and (ix) resilience. Analysis is made on different approaches used by the public sector to manage and measure soft assets to create value, including defining intangible assets and outlining different tools used for measuring their performance. The review becomes a basis for analyzing how and why soft assets drive value for cities, what assets are involved, and identifying the key components of, and the specific tools used for, identifying soft assets integration.
ResearchGate has not been able to resolve any references for this publication.