No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
... This disconnection is caused by barriers erected by traditional management systems. Balanced Scorecard (BSC) enables managers to bridge this gap through hierarchically structured strategy maps (Kaplan & Norton, 2008). This structure works fine when executives have a clear vision of organizational destination and the actions needed to be taken to reach that destination (Kaplan & Norton, 1996). ...
... BSC was developed to help companies to overcome the difficulties they experience when implementing their strategies by formulating an architecture that links strategy formulation with operational execution (Kaplan & Norton, 2008). The theory was developed by Robert Kaplan and David Norton in 1992 following concerns that financial measures of business performance were ineffective for modern business, affecting the ability of the business to create value (Niven, 2002). ...
... strategies. To this end, Kaplan & Norton, (2008) developed a six-stage architecture that links strategy formulation with operational execution. The first stage focuses on what business the organization is in, and why; which will clarify the vision, mission and values of the organization while the second stage involves describing organization strategy by creating strategy maps, measuring the plan by selecting measures and targets, establishing strategic initiatives, financing the initiatives by establishing the strategic expenditure and creating theme teams which will lead strategy execution (Kaplan & Norton, 2008). ...
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.
... The ability of an institution to align its mission, vision, and strategic goals with these external and internal factors is essential for achieving long-term success and sustainability (Bryson, 2018). Higher education institutions (HEIs) are not only centers of learning and research but also play a critical role in societal development, producing the human capital necessary to drive innovation and address global challenges (Kaplan and Norton, 2008). ...
... Universities are at the forefront of research, generating new knowledge and technologies that can address global challenges. Kaplan and Norton (2008) emphasize the importance of building a vibrant research and innovation ecosystem within universities, where faculty and students are supported in their research endeavors, and collaborations with industry and government are fostered. underscored the role of the Triple Helix framework in promoting innovation and enhancing MSME competitiveness through shared service facilities. ...
... This phase is essential for tracking progress, assessing the effectiveness of the strategic initiatives, and making necessary adjustments over time. Kaplan and Norton (2008) emphasize that ongoing monitoring and evaluation are critical components of strategic management, as they allow institutions to align their strategies with operational realities and maintain their strategic relevance. ...
This study develops a comprehensive strategic development plan for a state university in the Philippines, aligning its vision, mission, and goals with current trends, internal and external factors, and global objectives. Utilizing a qualitative research design, the study integrates environmental analysis tools such as SWOT and PESTLE, alongside an extensive stakeholder consultation process involving students, faculty, alumni, non-academic personnel, industry representatives, community partners, and government agencies. The inclusion of stakeholder perspectives was crucial in refining the strategic goals and ensuring that the plan addresses the diverse needs of the university community. The resulting strategic framework emphasizes key themes such as globalization, digital transformation, equity and inclusion, human capital development, research and innovation, and sustainability. This study highlights the importance of a participatory and adaptive approach to strategic planning in higher education, providing a model for institutions seeking to navigate the complexities of the global educational landscape.
... The BSC has evolved significantly since its creation in the early 1990s, with many organizations adopting and adapting it to fit their specific needs and objectives [2]- [4]. Today, the BSC is seen as a communication and strategy execution system [5], [6]. ...
... The Execution Premium Process (see Figure 1) was presented in Kaplan and Norton [4], outlining key steps for effectively implementing a BSC, clearly stating the use of BI to facilitate the data optimization phase ("Monitor and Learn" and "Test and Adapt"). This article proposes a technological and data-driven approach that formalizes the BSC model, bridging the gap between strategy definition and datadriven decision-making through a comprehensive Business Intelligence implementation. ...
... This means that the organizational or corporative level BSC is translated to lower tiers of the organization (such as departments, teams, or individuals), with objectives and indicators becoming more specific or detailed as the BSCs are cascaded down. This vertical alignment creates an outlook between the employees and the high-level strategy, clarifying how each strategy level contributes to achieve organizational success and how they help in realizing the organization's vision [4]. ...
The Balanced Scorecard, developed in 1992 by Kaplan and Norton, has evolved into a communication and strategy execution system widely adopted by organizations across various industries. This article explores the use of an ontology to bridge the gap between strategy management and data within the Balanced Scorecard framework. The Balanced Scorecard Ontology is introduced to store, validate, and analyze knowledge, containing information about the Strategy Map and Quantification Frameworks, essential for evaluating the strategy execution. The proposed ontology is designed, developed, and evaluated using competency questions, and further validated by an online tool. Specifically, the proposed formalization of the Balanced Scorecard framework provides a semantic layer aimed at facilitating an effective Balanced Scorecard implementation, enabling accurate, traceable, and continuous monitoring and improvement of the strategy execution, based on a data-driven approach. The formalization of this knowledge through an ontology encompasses several advantages, such as improved interoperability and validation of the framework's elements, inference of new knowledge, and enhanced communication between different stakeholders. Additionally, managerial implications include ensuring alignment between the Balanced Scorecard and organizational goals, supporting compliance and governance efforts, improving communication and knowledge transfer, enhancing the strategic decision-making process, and facilitating the integration of data into the Balanced Scorecard.
... The strategic plan acts as a guide for the institution, highlighting important strategic goals and initiatives that must be executed to realize its vision (Kaplan & Norton, 2008). Through its ambitious targets for growth and development, Columban College, Inc. showcases its unwavering dedication to excellence and its relentless pursuit of enhancing its programs and services. ...
... External factors, such as market trends, technological advancements, and regulatory changes, have a significant impact on the institution's ability to achieve its strategic objectives (Zandi et al., 2014). Therefore, adopting a forward-thinking and comprehensive approach to environmental analysis can improve the organization's preparedness to adjust and react to external factors (Kaplan & Norton, 2008). ...
... Setting goals is an essential part of strategic planning. It helps to guide an institution's activities and resources towards its vision (Kaplan & Norton, 2008). Through the establishment of ambitious yet attainable goals, Columban College, Inc. creates a standard by which its performance can be evaluated. ...
This retrospective analysis explored the implementation of Columban College, Inc.'s strategic plan from 2019 to 2024, examining the achievements and challenges
encountered in navigating toward excellence. The study delved into the college's journey of aligning its goals with accreditation efforts, analyzing the impact and effectiveness of the strategic plan in driving organizational success. Through a thorough examination of past actions and outcomes, valuable insights were gained for future planning and development endeavors. The findings revealed that the strategic plan, supported by accreditation initiatives, played a pivotal role in guiding the college's actions and decisions.
... Financial performance measures can be found by evaluating the figures provided on an organization's financial statement and this includes sales revenue and profits generated by the firm. The arguments of Kaplan and Norton (2008 ) asserted that non-financial or qualitative measures of performance usually indicate a firm's future financial performance better than lagged financial measures. Similarly, Wiersma (2008) indicated that non-financial measures tend to have more information about firm activities than financial indicators which only partially reflect the effect of the current actions of a firm's managers. ...
... However, financial and non-financial measures were found to be correlated positively by Wall et al. (2004) and Dalves (1999). To evaluate firm performance, this study adopted the use of non-financial performance measures performance measures based on the arguments of Wiersema (2008) and Kaplan and Norton (2008). The government of Kenya is the most powerful force in security matters but it faces serious limitations in terms of the resources required to secure people and businesses from threats to life and property. ...
The objective of the study was to establish the moderating effect of firm age on the relationship between market orientation and non-financial performance of private security firms in Kenya. The study targeted 39 firms that were members of the Kenya Security Industry Association (KSIA) and a census was done because the population was relatively small. A cross sectional design was adopted in which 37 firms participated. Data was collected from key informants using a semi-structured questionnaire. Data analysis was done using simple and hierarchical regression analysis. The results indicated that market orientation explained 50.4% of the variation in non-financial performance and this was significant (p = 0.000). The moderation test ©Author(s) Licensed under Creative Common Page 54 results indicated that the interaction term in the regression model was not significant (p = 0.617). This led to the conclusion that firm size had no moderating influence on market orientation and non-financial performance. This implied that regardless of firm age, both new and older firms practice market orientation. The authors recommend that managers of private security firms should consider market orientation as a resource that enhances the dynamic capabilities of the firm. The authors suggested that future studies should consider conducting qualitative studies and corporate reputation be studied as a moderator variable.
... 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). ...
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
... customer satisfaction) and create financial outcomes for investors (e.g. profit) [34]. Besides a comprehensive set of financial and non-financial KPIs, a PMS contains quantitative targets for every KPI and strategic action plans. ...
... The consideration of relationships between KPIs is a long-standing feature of PMS frameworks like the balanced scorecard [39]. For instance, strategy maps of a balanced scorecard visualize cause-and-effect relationships between non-financial and financial performance objectives [34]. Hence, an integrated report needs to highlight relationships between non-financial KPIs and financial, environmental and social KPIs [23]. ...
Asian companies are increasingly practicing integrated reporting to create long-term economic, environmental, and social value for investors and other stakeholders. To accomplish such value creation, far-reaching changes in strategies, management control systems, and governance are required, which is achieved through a management approach called integrated thinking. However, findings from previous studies indicate barriers in designing performance measurement systems, leading to misalignment between strategies and managers' decision-making. Therefore, this research study aims to expand existing knowledge on integrated reporting by (1) developing a conceptual framework for the characteristics of performance measurement systems to support integrated thinking and (2) analyzing the current status of performance measurement systems used by Japanese electric utility providers. To support integrated thinking, performance measurement systems should contain multidimensional and connected key performance indicators with quantitative target values and action plans that are integrated into the management reward system. By utilizing primary data, the most recent integrated reports of all 11 Japanese electric utility providers were analyzed trough a manual content analysis and percentage analysis. On average, the requirements of performance measurement system design are fulfilled to a degree of 56 %, while the lowest degree being 39 % and the highest degree being 75 %. In most cases, companies use multidimensional key performance indicators with incomplete target values and vaguely defined action plans. Key performance indicators are insufficiently connected and integrated with rewards systems, indicating the outside-in approach of integrated reporting. Larger companies that explicitly refer to the Framework tend to use more sophisticated performance measurement systems. The findings suggest several areas for improvement, such as connectivity between KPIs as well as further integrating non-financial KPIs with the rewards system.
... Strategic initiatives drive strategy implementation, overcoming resistance to change [20]. Insufficient attention and resources for managing initiatives hinder objectives [6]. ...
... Long-term initiatives require protection from short-term suboptimization, necessitating a separate strategy budget alongside the operational budget [18]. Surprisingly, 50% of organisations fail to link initiatives to the budget [20]. ...
... This suggests that executing strategies in the public sector may pose greater difficulties compared to the private sector (Olivier and Schwella, 2018). Implementation includes leadership commitment, alignment with systems and structure (Hrebiniak, 2006), in addition to alignment with projects (Lippitt, 2007), and operations (Kaplan and Norton, 2008). ...
Purpose
This paper develops an instrument for measuring authentic strategy and evaluates the adoption of its dimensions by the local government agencies of the Emirate of Ras Al Khaimah (RAK) in the United Arab Emirates (UAE).
Design/methodology/approach
The dimensions of authentic strategy are identified using factor analysis. Cronbach alpha coefficient and multiple linear regression are used to examine the reliability and predictive validity of the instrument. One-sided and one-way ANOVA are used to assess the adoption levels of the dimensions of authentic strategy.
Findings
This paper has identified three valid dimensions of authentic strategy: (a) strategy uniqueness, (b) leadership commitment and stakeholders’ management, and (c) implementation. The results show that RAK local government agencies have adopted all three dimensions. There were no significant differences between the levels of adoption of the three dimensions of authentic strategy.
Originality/value
The instrument can serve as an effective self-assessment tool for organizations aiming at developing genuine strategies and improving outcomes. This paper adds to the limited literature on strategy within the Arab public sector by analyzing strategy practices in the UAE.
... The balanced scorecard model was based on a 1992 Harvard Business Review paper by Kaplan and Norton on the financial and non-financial aspects of an organization's performance. This model was designed to address a number of issues with measuring organizational performance solely through financial metrics [20]. Because of their laser-like focus on antiquated facts and lack of awareness of the organization's current and future operating conditions in the current business environment, financial measures alone are unable to provide incentives for an organization's success [21]. ...
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.
... Harvard Business Review paper of 1992 by Kaplan and Norton on an organization's financial and non-financial dimensions of performance was the basis for balanced scorecard model. This model was destined to address several weaknesses noted in the use of only financial measures to measure organizational performance (Kaplan & Norton, 2008;Jassem, Zakaria, & Che-Azmi, 2022). Financial measures single handedly is incapable of offering incentives to organization's success because of their laser like focus on ancient facts that lack the current picture of the present1and1future operating conditions of1the1organization1in1the1prevailing business environment (Kaplan & Norton, 2007). ...
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.
... This disconnection is caused by barriers erected by traditional management systems. BSC enables managers to bridge this gap through hierarchically structured strategy maps (Kaplan & Norton, 2008). This structure works fine when executives have a clear vision of organizational destination and the actions needed to be taken to reach that destination (Kaplan & Norton, 1996). ...
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.
... These infrastructural considerations may include product and/or service development, quality management, production planning, inventory control, and organizational structure. The interplay between structural and infrastructural decisions is essential for enhancing operational performance, which in turn supports the attainment of sustainability objectives [72,73]. These premises provide support for Proposition 5. ...
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.
... (1) The balanced scorecard, or BSC (2) Applied strategic analysis, or ASA The balanced scorecard as an analytical instrument for strategic management was developed by American scholars Kaplan and Norton in the early 1990s (Kaplan & Norton, 1992). The concept was further elaborated by the original authors (Kaplan & Norton, 1993, 1996, 2001, 2005, 2006, 2008Kaplan et al., 2010) and a number of other economics scholars (Brown, 2007;Friedag & Schmidt, 2002;Horvath & Partners, 2004;Maisel, 1992;Niven, 2014;Olve et al., 2000;Rampersad, 2003). It has also been successfully tested in practice. ...
This article is predominantly of a theoretical nature and considers the possibility of using the applied strategic analysis technique that was developed by the author to analyze learning and growth in the course of a study of strategic aspects of learning growth. The technique is based on the balanced scorecard system of the same name. Methodologically, the study is based on Kaplan and Norton’s balanced scorecard concept and the author’s concept of applied strategic analysis. It is shown that applied strategic analysis of learning and growth envisages comparative evaluation, diagnostics of deviations, and predictions of the values of the balanced scorecard metrics of learning and growth in the dimension of strategic objectives. It includes an analysis of the level of motivation in employees, the volume of authority delegation, and whether their personal goals match company goals, an analysis of the expansion capacity of information systems, and an analysis of the quality of retraining and the creativity level of employees. The author comes to the conclusion that applied strategic analysis of learning and growth is a new and sufficiently effective instrument for studying the strategic aspects of companies’ performance that are associated with the training and development of their personnel. The instrument provides analytical support to strategic management as regards personnel training and development in today’s conditions. Its results might be useful when working out managerial decisions for the company’s short-term, medium-term, and long-term plans in the area of learning and growth.
... In contrast, ref. [29] focus on embedding environmental, social, and governance (ESG) metrics within the BSC. Ref. [28] advocate for integrating sustainability into the overall corporate strategy, rather than treating it as a separate perspective, which differs from the approach presented in this manuscript, where sustainability is considered a distinct fifth perspective. ...
Purpose: Addressing sustainability challenges in additive manufacturing (AM) is critical due to high energy consumption and waste. Optimising AM operations is vital for sustainability. However, the existing literature lacks practical examples for AM companies on how to enhance sustainability. To address this gap, a case study within an AM firm was conducted. Design approach: Using the analytical hierarchy process (AHP), sustainability key performance indicators (KPIs) were identified, aligned with the firm’s strategic objectives. Sustainable value stream mapping (Sus-VSM) analysed the production process for sustainability performance. A sustainability strategy map (SSM) was created based on the five perspectives of the 4th generation balanced scorecard (BSC) approach and the results from the case study. Findings: The research identified optimisation areas in the multi-jet-fusion (MJF) process, crafted tailored sustainability KPIs, and developed a SSM to seamlessly integrate sustainability initiatives into the company’s vision. Value: This contribution provides a structured methodology for selecting KPIs and offers a holistic approach to implementing Sus-VSM within the AM industry. The manuscript emphasises the need to incorporate a fifth perspective into the BSC and proposes a framework for developing a SSM. This study aims to guide AM companies toward a more environmentally responsible and socially conscious approach to manufacturing.
... This disconnection is caused by barriers erected by traditional management systems. BSC enables managers to bridge this gap through hierarchically structured strategy maps (Kaplan & Norton, 2008). This structure works fine when executives have a clear vision of organizational destination and the actions needed to be taken to reach that destination (Kaplan & Norton, 1996). ...
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.
... Hence, understanding the strategic management process is key. Kaplan & Norton, (2008) ...
... Through strategic alignment, resources will be focused on new initiatives that have a major impact on the strategic goals of the corporation. The Strategy Map framework by Kaplan and Norton, 2008, provides a representation on how intangible assets can be translated into tangible outcomes; it highlights the issues of fit along many organizational dimensions. ...
Objectives: This research paper focuses on exploring the most current best practices in strategic alignment within Project Portfolio Management (PPM). It aims to examine the interaction between PPM and strategic alignment, providing a deep analysis of theoretical approaches, methodologies, and practical applications. Methods: The paper is based on a comprehensive literature review and empirical analysis conducted on a large scale. It outlines key strategies for ensuring effective portfolio selection, resource allocation, risk management, and performance measurement within organizations. Results: The research identifies various challenges that organizations face in achieving strategic alignment through PPM. Additionally, it proposes remedies to overcome these challenges, offering insights that bridge the gap between theory and practice. Conclusion: This research contributes to both the theoretical understanding and practical implementation of PPM, aiming to enhance organizational performance and facilitate the achievement of strategic goals.
... As Edwards and Taborda (2016) indicate, appropriating new knowledge reduces uncertainty cases from reasoned decision-making. Therefore, organizational knowledge should not be assumed to be a static process but a dynamic activity directed to planning strategies to achieve objectives and performance measurement (Kaplan and Norton, 2008;Louisot and Ketcham, 2014). ...
Business knowledge management is a crucial element and a quality differentiator in the services provided by organizations. However, despite their knowledge, due to the lack of strategic knowledge management, reinsurance companies in Colombia limit their organizational development, their strategies to respond to competition, and the generation of opportunities for expansion into other markets. This issue may converge in an inadequate and non-harmonic organizational culture. This paper analyzes and interprets the study categories: prevention, mitigation, transfer, acceptance, research, and appropriation of knowledge on management carried out by reinsurance organizations in Bogota, Colombia. The aim is to establish indicators that respond to the potential effects of reinsurance. The study uses a qualitative approach, descriptive scope, and case study design. From the formulation of improvement guidelines, it has been possible to establish that the companies in the reinsurance sector, taken as a unit of study, have been made aware of the importance and role of adequate knowledge management in the progress and the business projection.
... Through strategic alignment, resources will be focused on new initiatives that have a major impact on the strategic goals of the corporation. The Strategy Map framework by Kaplan and Norton, 2008, provides a representation on how intangible assets can be translated into tangible outcomes; it highlights the issues of fit along many organizational dimensions. The issue of strategic alignment has been a rising trend under investigation during the last several years, with research showing a high correlation of alignment with organizational performance. ...
This research paper covers the most current strategic alignment best practices in Project Portfolio Management. The paper will, therefore, look into how PPM interacts with strategic alignment, whereby a deep analysis of theoretical approaches, methodologies, and practical applications will be provided. This paper, based on literature review and empirical analysis on large scales, outlines main strategies for ensuring effective portfolio selection, resource allocation, risk management, and performance measurement. The challenges organizations face in strategic alignment is also investigated, along with the remedies to surmount such challenges. The research contributes to theoretical understanding and practical implementation of PPM for improved organizational performance and strategic goal attainment.
... The Vision and Mission Definition in phase P1 is instrumental in crafting an aspirational future, serving as a compass within the 'Visioning' layer and providing a clear and inspiring direction for CE transitions. Simultaneously, it contributes to setting achievable timelines and establishing robust governance structures that oversee this pivotal shift [106,107]. Table 5 details the components of strategic management integral to the roadmapping process, highlighting their roles across different phases and layers in enhancing strategic coherence and enabling sustained organizational advancement. ...
In response to the pressing need for effective implementation of the Circular Economy (CE), this research introduces a comprehensive theoretical framework for CE roadmapping. This study addresses the prevalent issue of fragmented and inconsistent CE strategies that often hinder the successful translation of long-term goals into achievable KPIs. Through a carefully designed methodology, this framework incorporates strategic management, systems thinking, sustainability science, and other disciplines, providing a structured approach to navigating the complexities of long-term planning for CE. The foundation for this framework is laid through an extensive review of the literature, which identifies theoretical gaps and guides its development. Practical insights are gained through an examination of various CE roadmaps, including sectoral, municipal, national, and regional strategies, thereby enhancing this framework’s applicability and robustness. This research highlights substantial variations in current CE roadmapping methods, emphasizing the need for a standardized approach. While acknowledging limitations due to the diverse contexts of the case studies, this study offers significant implications for policymakers, business leaders, and sustainability practitioners by presenting a versatile tool for strategic CE planning. Its interdisciplinary construction mirrors the multifaceted nature of CE, rendering it exceptionally adaptable across various disciplines and levels, reflecting the diverse reality of CE applications.
... Brass et al. (2004) refer to it in terms of cultivating relationships and networks based on trust and reciprocity that can facilitate information sharing, resource allocation, and problemsolving within organizations. Other researchers point at collaborative decision-making, namely involving diverse stakeholders in decision-making processes (Hernandez et al., 2014), transparent communication (Kaplan & Norton, 2008), and aligning individual and team goals with organizational objectives (Locke & Latham, 2002). ...
... The difference between PESTEL and SWOT is that PESTEL investigates external factors that are out of the company's control, while SWOT focuses also on the company's internal operations (see more about PESTEL and SWOT, e.g. Johnson et al., 2014;Kaplan & Norton, 2008). This form of analysis has different variations: PEST can be used if there is no need for ecological and legal components, STEEPLE takes on the corporate social responsibility perspective by adding the ethics dimension, while STEEPLED also includes the analysis of demographic factors (Johnson et al., 2014;. ...
Internal factors and their impact on the success of restaurants are widely studied in restaurant research, yet there is little knowledge concerning external factors affecting the success of restaurants. The purpose of the present paper is to explore the external factors of the business environment (PESTEL factors) and how they are perceived by the Finnish restaurant industry. Research data consisted of the editorials of the Finnish trade journal Vitriini from 1979 to 2023 which were mainly written by the CEOs of the Finnish Hospitality Association (MaRa). The most discussed factors were clear political factors followed by legal factors, but other external factors also emerged from data which did not fit within PESTEL, namely COVID-19. The results of a discourse analysis showed that the external factors are regarded as significant elements in operating a restaurant business. Alcohol and taxation are the two main discourses identified in the data, which are regarded as challenges to the industry. Although the data of this study is large in volume, it is limited to only the Finnish hospitality industry association representatives. For practical implementation, this study can inspire new viewpoints for discussion about the future of the restaurant industry between restaurant industry leaders and policymakers.
... Alignment between the vision, mission, goals, and objectives of an institution is crucial for maintaining consistency and unity in its educational approach (Kaplan & Norton, 2008). This alignment ensures that all activities and initiatives are in line with the institution's overarching philosophy. ...
The vision, mission, and objectives of a Graduate School are essential for shaping its purpose, guiding its activities, and defining its identity. These statements provide direction for strategic planning, curriculum development, and research initiatives. Regular evaluation ensures alignment with current trends and effectiveness
in achieving goals. This comprehensive review and case study assessed the alignment
and effectiveness of the vision and mission of the graduate school and the public
management program. The graduate school's vision and mission statements
demonstrate clarity and specificity, reflecting the institution's commitment to
competence, research, service, and social impact. Themes of a comprehensive curriculum, research, communication, social responsibility, experiential learning, and continuous improvement highlight the school's dedication to preparing students for effective professional careers. This fosters a supportive environment where students
feel valued and engaged, enhancing their satisfaction and sense of belonging. By
implementing recommendations such as refining the statements, fostering inclusivity, and providing community engagement opportunities, graduate schools can strengthen their vision and mission, creating a positive and fulfilling experience for students.
... Effective leadership behaviors, such as clear communication, strategic decision-making, and team motivation, have been linked to improved project outcomes, including higher levels of project completion rates and stakeholder satisfaction (Pinto & Slevin, 2018). Similarly, strategic planning has been identified as a critical factor in achieving project objectives and enhancing organizational performance (Kaplan & Norton, 2008). Organizations that engage in strategic planning activities, such as setting clear goals, conducting environmental scans, and developing action plans, are better equipped to navigate uncertainties and challenges in project execution (Bryson, 2018). ...
ABSRACT The need for improvement and expansion of projects stems from a country's construction industry as a key contributor to the growth of the Philippine economy. Total Quality Management plays a critical role in developing products as well as other developments in the field of construction industry. This study investigated the practices and the adoption of quality through implementing TQM in the construction firms. It contributes to the knowledge on TQM and project performance by presenting the theoretical significance on TQM as a management system to bolster the performance of construction sector in the Philippines. Data include 62 samples comprising top to senior management employees from small, medium, and large construction firms. Data were analyzed with regression analysis. The findings show that all TQM practices in a joint manner are statistical significance. The findings also found that leadership, strategic planning, customer focus, workforce focus, measurement, analysis and knowledge management, operations focus, and result individually has a positive significance on project performance. Project performance in construction firms is influenced by a myriad of factors, including Total Quality Management (TQM) practices. While previous research has extensively examined the relationship between leadership, strategic planning, and project performance, the role of specific TQM practices remains underexplored in the context of construction projects. Understanding how these TQM practices interact and contribute to project outcomes, while controlling for organizational characteristics such as firm size as well as gender diversity is essential for developing effective project management strategies within construction firm.
... The strategy is converted into projects for its successful execution to achieve the required business results. Without an appropriate balanced scorecard system with the right key performance indicators (KPIs), it is difficult to monitor and control the successful execution of the strategy (Kaplan & Norton, 2008). ...
This paper expounds on applied learning and teaching transformations through project-based action learning for students’ self-awareness and effective competence development. After providing some background to the Indonesian university where the research took place and a brief review of the literature, we describe the methodology. The article is based on longitudinal action research over 13 years that used a mixed-methods survey that generated multiple testimonials that were assessed via thematic content analysis. Six phases of learning innovations are discerned: Awareness, alignment, action, adoption, assurance and anticipation. These phases of the transformational process also provide the structure for the findings and discussion section. To succeed, international business management graduates have to continuously strategise, implement, and incorporate a closed-loop feedback system to track and manage individual progress with an action learning balanced scorecard. As whole-brain learners, the pursuit of knowledge must be transformed into a value-added advantage in four types of interconnected and interdependent power.
... When employing scorecards an adaptive approach involves monitoring and adjusting performance metrics based on up, to date financial data and market trends. This enables organizations to effectively respond to emerging opportunities and challenges [13]. ...
The present theoretical review outlines the interaction between digital transformation and financial data modeling and the use of Balanced Scorecards in improving strategic management in organizations. Considering the context of rapid technological processes and the growing influence of international competition, the principle question of this work is how current management accounting methods, most of which are inspired by digitization, shift the theoretical perspective of how organizations use (BSCs) for strategic forecasting and performance assessment. By conducting a thorough review of the literature within the realms of management accounting, information systems, and strategic management, this theoretical review identifies the main trends, the rationale, and the challenges behind the use of (BSCs) and digitization. The current finding indicates that the implementation of digital technologies into the process of financial data modeling substantially increases the potential of (BSCs) by offering real-time, useful information for strategic decision-making. At the same time, the implementation process raises a set of challenges, such as security issues, hefty financial investments into technological infrastructures, and human factors of organizational change. Despite these hurdles, the potential benefits of digitally-enhanced (BSC) framework-such as improved decision-making accuracy, strategic agility, and operational efficiency-underscore the importance of adopting a holistic approach to digital transformation in strategic management practices. This review calls for a balanced perspective that considers both the technological and cultural dimensions of implementing digital innovations within (BSC) frameworks. It concludes with recommendations for future research, emphasizing the need for empirical studies to validate theoretical insights presented and explore the practical implications of digital transformation organizations-BSCs effectiveness in diverse organizational context.
... Strategic initiatives are usually formulated in a broad, somewhat general manner, spanning several years. It makes sense, therefore, to convert them into concrete annual projects (Kaplan & Norton, 2001a, 2004Kaplan et al., 2010). These projects will follow basic rules. ...
In this chapter, we focus on the formulation of competitive strategy, recognizing the necessity of tools that provide a synthesis of business units’ competitive situation. We delineate the key components of the plan at the business unit level: the desired positioning and the strategic priorities guiding the business unit toward achieving this position. Our emphasis is on the inclusion of both qualitative and quantitative components in strategic plans to assess their impact and enhance the likelihood of successful implementation. We explore two overarching mechanisms to improve strategy implementation. First, the establishment of formal control systems to evaluate progress on strategic priorities. Second, the importance of addressing systemic losses. We demonstrate how the Hidden P&L framework can aid in identifying losses that strategic priorities may generate.
... Al tener en cuenta los conceptos antes mencionados el autor considera como aspectos esenciales para definir los servicios directivos los elementos que se exponen en la figura 1.3. Además, considera importante resaltar que Kaplan, Norton, and ANSARI (2010) introducen el concepto de servicios directivos estratégicos como la habilidad de los líderes para transformar la visión y estrategia de una organización en acciones concretas, estableciendo metas, midiendo el rendimiento y asegurando una ejecución efectiva. A criterio del autor, una vez analizados los aspectos tratados en el presente epígrafe, los servicios directivos son los que ejecutan las personas que conducen las organizaciones, es decir, ocupan cargos directivos; sin importar el nivel de dirección en que se desempeñen. ...
... The journey through strategic financial planning, as explored in this article, highlights the necessity for organizations to adopt a holistic and nuanced approach that goes beyond traditional budgeting and cost management. By emphasizing strategic priority and alignment, the methodology presented offers a roadmap for business leaders to intricately align their investment strategies with the organization's core mission and long-term objectives, ensuring that every financial decision is a deliberate step towards sustainable growth and competitive advantage (Kaplan & Norton, 2008). ...
This article presents a comprehensive examination of strategic financial planning and management within the dynamic and competitive business environment. It explores the critical importance of aligning financial resources with organizational goals and objectives to sustain growth and maintain a competitive advantage. Central to the discussion is the innovative methodology for overcoming budgetary constraints through strategic priority and alignment, emphasizing the need for a nuanced approach to investment that extends beyond traditional financial calculus. The article delves into the concept of the Fully Loaded Cost (FLC) of Full-Time Equivalents (FTEs), highlighting the significance of considering job family, business leadership, location, and grade level in calculating these costs. This detailed analysis provides organizations with the insights necessary for making informed decisions that optimize resource allocation and enhance the ability to navigate economic uncertainties with agility and foresight. Furthermore, the narrative underscores the importance of fostering a culture of innovation and adaptability, where strategic foresight becomes a key driver of success. It illustrates how the collaborative process of financial resource planning unites stakeholders to prioritize initiatives that promise the most favorable outcomes, thereby achieving strategic alignment and operational efficiency. Through a blend of strategic insight, original financial costing techniques, and case studies, this article offers a roadmap for business leaders to navigate the financial needs inherent in business leadership. It advocates for a strategic approach to financial planning that enables organizations to overcome budgetary constraints and positions them for long-term success and resilience in the face of competitive pressures and economic fluctuations. The article concludes by envisioning a future where financial strategy and organizational goals are in perfect harmony, driving innovation, growth, and competitive advantage in an ever-changing business environment.
Aim: This study aimed to examine the effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. The study also established the moderating effect of quality management systems on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya. Methodology: A cross-sectional survey research design was adopted. Both quantitative and qualitative data were used to seek the effect of clan culture on the implementation of corporate strategy. The accessible population included registrars, deans, directors, heads of departments, academic staff, and student leaders. This study used stratified random sampling and the target sample size was 240 participants. A pilot study was conducted with 24 participants to determine the reliability and validity of the questionnaire. Data from questionnaires was organized, coded, analyzed, and converted into quantitative summary reports for analyses using the Statistical Package for Social Sciences (SPSS) version 21 software to compute the relationships between dependent and independent variables. Qualitative data was analyzed thematically. Results: Findings indicate that market culture is a significant positive predictor of corporate strategy implementation in the studied universities (β = 0.719, p < 0.01). It was also found that there was a statistically significant moderating effect of quality management system on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya (β = 0.748, p< 0.022). Conclusion: The findings highlight a positive effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. Furthermore, the study reveals that quality management systems play a significant moderating role in strengthening this relationship. Recommendations: University management should facilitate the active participation of student leadership in governance. The study also recommends that leadership in private universities prioritize fostering a market-oriented culture by aligning strategic goals with market trends and emphasizing quality management systems to improve strategy implementation. The Commission for University Education (CUE) should strengthen its support for market-driven strategies and ensure that quality management is integrated into institutional frameworks. Additionally, the Ministry of Education should develop policies that promote a market-focused approach to curriculum design and support universities in adopting systems that enhance quality and strategic execution.
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.
Buku Pengantar Bisnis: Konvensional dan Era Digital menawarkan panduan komprehensif bagi pembaca yang ingin memahami dinamika dunia bisnis dalam dua perspektif, yaitu bisnis konvensional dan era digital. Ditulis oleh Menhard, S.E., M.Pd. dan Rahmadani Hidayat, S.E., M.M., buku ini menghadirkan ulasan mendalam tentang bagaimana teknologi telah mengubah cara bisnis beroperasi, mulai dari pemasaran hingga pengelolaan sumber daya manusia. Pembaca akan diajak untuk menjelajahi konsep-konsep dasar bisnis, serta bagaimana strategi manajemen yang tepat dapat menjadi kunci sukses dalam menghadapi tantangan dan memanfaatkan peluang yang ada dalam era digital yang terus berkembang. Dibagi dalam beberapa bab, buku ini menyentuh berbagai aspek penting seperti kewirausahaan, manajemen operasional, pemasaran digital, serta tanggung jawab sosial perusahaan. Dengan pendekatan yang jelas dan praktis, buku ini cocok untuk mahasiswa, pelaku bisnis, maupun profesional yang ingin meningkatkan pemahaman mereka tentang cara bisnis berevolusi di tengah pesatnya perkembangan teknologi. Jangan lewatkan kesempatan untuk mempersiapkan diri menghadapi masa depan bisnis yang penuh inovasi dan perubahan, dengan bekal wawasan yang solid dari buku ini.
A presente tese debruça-se sobre o planeamento de marketing no sector público, tendo como referencia de estudo "A Escola Nacional de Administração e Políticas Públicas, ENAPP-EP", uma empresa pública angolana do sector dos serviços, baseado na formação do capital humano e do estudo de políticas públicas. Para o efeito, e na ausência de um plano de marketing anterior na referida instituição, elaborou-se um plano de marketing como sugestão de melhoria das boas práticas de gestão.
This research aims to identify the relationship between the Customer Profitability Analysis (CPA), as a strategic management accounting technique (SMAT), and firms' strategic performance measured using the Balanced Scorecard (BSC). In addition, it aims to explore contingency factors that may influence firms' application of CPA. To achieve these two objectives, a survey was conducted in the first quarter of 2024, to collect data from a sample of 90 Egyptian firms operating in divergent industry sectors. Regression analysis was used to analyze collected data covering the research main variables; CPA proxied by three indicators (valuation of customers as an asset, customer profitability during short term, and customer profitability analysis during future periods), and firms' strategic performance, in addition to three contingency variables: firm size, strategy, and type of activity. In light of prior literature addressing the research variables, the research's hypotheses were developed. The first hypothesis addresses the significant positive relationship between applying CPA and firms' strategic performance. The second hypothesis indicates that the application of CPA, as a strategic management accounting technique, is influenced by a set of contingency variables. Findings showed a significant relationship between firms' application of CPA, as a strategic management accounting technique, and firms' strategic performance as measured through the balanced scorecard. Moreover, findings revealed the insignificance of the relationship between any of the three contingency variables and application of CPA.
The rate of strategic failure reported in the literature has been alarming. Many authors attribute strategic failures to the challenge of implementation. One may, however, wonder whether strategizing is done in a genuine way or just in compliance with certain expectations. This paper argues that many organizations are not serious enough about strategy and do it mainly as a signal of good management or in response to institutional requirements. As a result, these organizations do not have authentic strategies. The paper builds on the strategy literature to argue for the need for more authenticity. It aims to contribute both to theory and practice. First, it introduces and develops the new concept of authentic strategy, presents its components, and distinguishes it from the concept of good strategy. Second, it proposes a self-assessment tool that executives can use to assess the authenticity of their strategy. This tool includes authentic mission, authentic vision, authentic values, core of authentic strategy, and implementation. The paper calls for further empirical research to validate and improve on the self-assessment tool. It also encourages addressing the impact of authentic strategy on organizational performance as an interesting subject for future research.
Extended Abstract Background Performance evaluation is one of the best ways to obtain information for organizational decision-making and management. In order to respond quickly to the people in the COVID-19 pandemic, several comprehensive rural and urban health centers linked to the primary healthcare system were designated as the selected COVID-19 centers (16 or 24 hours/day) at the end of the first week of March 2020 based on the five main functions defined (initial triage of patients, diagnosis and primary care, physician visit, treatment based on the national protocol of outpatient treatment, and conducting diagnostic tests of COVID-19). Monitoring and evaluating the performance of the mentioned units began in July 2020 in three levels: self-evaluation (first-level evaluation), university evaluation (second-level evaluation), and the evaluation of the experts of the Ministry of Health (third-level evaluation). Abstract Background. In order to address the community's health needs during the COVID-19 crisis in 2020, several comprehensive urban health centers affiliated with the primary healthcare system were designated as COVID-19 centers. Considering the importance of evaluating the performance of the mentioned centers and ensuring the continuity of the services provided in accordance with the rules and instructions, the performance evaluation of the mentioned units was conducted from July 2020 to March 2021 in three levels: self-evaluation (first-level evaluation), university evaluation (second-level evaluation) and the evaluation of the experts of the Ministry of Health and Medical Education (third-level evaluation). Methods. This cross-sectional descriptive-analytical study was conducted in all selected COVID-19 centers, including 978 in 63 universities / medical schools across the country in 2020. The sample was selected by census sampling method and included a total of 978 centers. In this study, 28 main criteria in the fields of education and information, safety of staff and clients by observing social distance, use of personal protective equipment, supplying manpower and equipment, disinfection, and work processes, and 91 sub-criteria were determined by using Delphi Technique. Results. With the criteria and sub-criteria defined in the areas of "community education and information", staff training, observance of social distance, facilities, waste management, manpower supply, supply of medical equipment and work processes, it was identified that in the self-evaluation (first level evaluation), the criterion with the lowest score was "staff training". The lowest score in the evaluation of the level of universities / medical schools (second level evaluation) was related to the observance of social distance in the centers and the highest score in both evaluation levels was related to the criterion of "providing the necessary education to patients regarding prevention and control of COVID-19". Conclusion. The establishment and setting up of selected COVID-19 centers has been one of the effective measures in controlling and managing the COVID-19 epidemic, which was created as a result of changing the structure of the primary healthcare system. The continuity of service quality of selected centers requires continuous monitoring and evaluation of their performance. | Methods This cross-sectional descriptive-analytical study was conducted for nine months, from July 2020 to March 2021. The study population included 978 COVID-19 centers in 63 universities / medical schools across the country. This study was conducted in three levels of service delivery, including first-line providers, the university, and the Ministry of Health, under the leadership of the Network Management Center of the Deputy Minister of Health. To evaluate, the researcher-made checklists in two input sections (including requirements, equipment, manpower supply, public and staff training, facilities and physical space, and personal protective equipment) and care processes section (referral, diagnosis and treatment, medication delivery, data recording, and laboratory services) were used. In this study, 28 main criteria in the fields of education and information, the staff and client safety by observing social distance and using personal protective equipment, supplying manpower, equipment, disinfection, and work processes, and 91 sub-criteria were determined. All criteria and sub-criteria were finalized using the Delphi technique. For this purpose, the Delphi questionnaire containing criteria and sub-criteria was developed and distributed to 30 experts from the Ministry of Health and medical universities across the country for their feedback and suggestions. A focus group discussion comprised of managers and experts from the Ministry of Health, executive managers, and universities/medical schools confirmed the validity and reliability of this study by completing appropriate checklists and confirming the accuracy of the results. The data were collected at all three levels in the network management center portal at http://www.health.gov.ir/hnd/Lists/191/AllItems.aspx and analyzed using Statistical Package for the Social Sciences (SPSS) software. A two-day training course was held for evaluators to conduct a national-level evaluation. Results According to the study results, the community education and information (subject of criteria 1, 2, and 17) at the level of self-evaluation ranged between 85 and 98% and at the level of university evaluation between 60 and 99%. The area of staff training (subject of criterion 10) in self-evaluation of administrative and service staff training is 99% and in university-level evaluation is 97%. The laboratory staff training in self-evaluation was 77%, and in university-evaluation was 76%. The self-evaluation performed in observing social distance in selected centers was 73% and in the second-level evaluation was 65%. In terms of facilities, in both evaluations, 95% of the centers had good ventilation, 91% had toilet facilities, and 86% of the centers had adequate personal protection. In the field of waste management, disinfectants were used in 94% of the centers in both evaluations, and 98% of the centers managed infectious wastes following the existing instructions. In the field of manpower supply, in both evaluations, 88% of the centers stated that they had provided manpower according to the operating instructions of the selected COVID-19 centers. In terms of medical equipment and supplies, in the first-level evaluation (self-evaluation), 89% of the centers stated that the equipment and supplies were provided according to the declared standards, whereas 71% this in the second-level evaluation (university level) (the reason is that during the second-level evaluation, some equipment were added to the list of standards, which could not be provided in universities due to the lack of credit). In evaluating the scope of care processes, such as registering information in level-one digital systems (98%), providing pharmaceutical services (93%), coordination with the emergency unit (82 to 90%), eliminating shortcomings based on the previous evaluation report (87% based on the second-level evaluation), secure packaging of the laboratory samples (77%) was examined. As can be seen, the care processes are rated between 77% (secure sample packing and transfer) to 98% (information registration in the digital system). Conclusion The establishment and operation of selected COVID-19 centers has been one of the effective measures in controlling and managing the disease as a result of the primary healthcare system reorganization. Maintaining a high standard of service at selected centers requires constant evaluation and monitoring of personnel performance.
The main objective of the research presented in the article was to try to identify risk factors for real estate recycling projects, taking into account aspects related to the concept of sustainability. The article, which is conceptual in nature, used the method of literature review, comparative method, synthesis and logical inference. For the purpose of the article, a literature review was conducted on the phenome non of real estate recycling, which is also known as real estate revitalization, and which is the process of converting existing properties for new purposes or improving existing buildings to increase their value and efficiency. Such ventures are perfectly in line with the concept of sustainable development and a circular economy. The article proposes risk factors associated with real estate recycling ventures,
taking into account three main areas of its occurrence - the macroenvironment, the microenvironment and the internal processes and decisions of the company.
The article analyzes the impact of the pandemic and war crises on the risk of selected energy sector companies in Poland listed on the Warsaw Stock Exchange and listed in the WIG-Energy. The main research concerns the COVID-19 pandemic and
the war in Ukraine, both of which had a significant impact on the energy market. The analysis uses both traditional financial analysis metrics used to assess risk in companies and a multivariate comparative analysis methodology. The research covers the period 2019‒2023, assessing changes in debt service capacity, leverage, liquidity and return on sales. The results indicate high financial risk, however, with a downward trend over the analyzed period. However, the impact of external factors (pandemics and war) was not clear for all entities. Operational, financial and structural indicators were analyzed, indicating the varying impact of crises on individual companies. The analysis indicates that the indicated crises did not have a uniformly negative impact, and the methods used allowed for a comprehensive risk assessment. The results obtained during the analysis can be useful to decision makers and managers in better preparing for future unforeseen events, and should be the basis for investigating the reasons for the diverse impact of events in the economic environment on the level of risk in the analyzed entities.
Cet article explore le rôle central de la Balanced Scorecard (BSC) dans l'évaluation des stratégies de financement au sein des établissements publics à l'ère de la numérisation. Nous plongeons d'abord dans les concepts clés de la BSC, mettant en avant son utilité en tant qu'outil d'analyse et de mesure des performances financières et opérationnelles. La BSC offre un cadre global permettant de traduire la vision et la stratégie d'une organisation en indicateurs concrets, facilitant ainsi des décisions éclairées. Parallèlement, cet article souligne les défis théoriques majeurs posés par la numérisation pour les établissements publics. La transition vers le numérique a des répercussions profondes sur la gestion financière, l'ajustement des stratégies, et la réponse aux attentes croissantes des citoyens et des parties prenantes. Dans ce contexte, l'adaptation des stratégies de financement devient cruciale. La BSC, en tant qu'outil de mesure et d'évaluation, se révèle être un allié précieux pour les gestionnaires publics, permettant de suivre les performances, d'identifier les domaines nécessitant des améliorations, et d'ajuster les ressources financières en conséquence. La méthodologie de recherche de cet article repose sur une analyse documentaire des rapports gouvernementaux pertinents, et des données provenant d'organismes nationaux et internationaux. En conclusion, cet article vise à éclairer les décideurs publics et les gestionnaires sur l'importance de la BSC dans l'amélioration des stratégies de financement à l'ère de la numérisation. Il offre des perspectives éclairées et des recommandations concrètes, basées sur une analyse documentaire solide, pour contribuer à une gestion financière efficace et à l'adaptation réussie des établissements publics dans ce contexte en constante évolution. This article explores the central role of the Balanced Scorecard (BSC) in assessing funding strategies within public institutions in the age of digitization. We first dive into the key concepts of the BSC, highlighting its usefulness as a tool for analyzing and measuring financial and operational performance. BSC offers a comprehensive framework for translating an organization's vision and strategy into concrete indicators, thereby facilitating informed decision-making. At the same time, this article highlights the major theoretical challenges posed by digitization for public institutions. The transition to digitalization has profound repercussions on financial management, the adjustment of strategies, and the response to the growing expectations of citizens and stakeholders. In this context, adapting financing strategies becomes crucial. BSC, as a measurement and evaluation tool, is proving to be a valuable ally for public managers, enabling them to monitor performance, identify areas requiring improvement, and adjust financial resources accordingly. The research methodology of this article is based on a literature review of relevant government reports, and data from national and international organizations. In conclusion, this article aims to enlighten public decision-makers and managers on the importance of BSC in improving funding strategies in the digital age. It offers informed perspectives and concrete recommendations, based on a solid literature review, to contribute to effective financial management and the successful adaptation of public institutions in this ever-changing context.
المستخلص الغرض من البحث الحالي هو معرفة دور مقدرات الموارد البشرية المتمثلة بـ ( الادارة الاستراتيجية, ومعرفة الاعمال, وادارة الموهبة, والعلاقة مع العاملين, وجودة حياة العمل والعائلة, وتكنولوجيا المعلومات) التي تمتلكها ملاكات الموارد البشرية في ثلاثة كليات تابعة لجامعة القادسية (الادرة والاقتصاد, والتربية, والعلوم) لدعم وتعزيز الاداء الاستراتيجي لها المتمثل بـ ( المحور المالي , ومحور الزبائن, ومحور العمليات الداخلية, ومحور الابداع والتعلم), واعتمد البحث على الاستبانة كأداة رئيسة لجمع البيانات الضرورية واللازمة لتحقيق هدفها. اذ تم توزيع (50) استمارة لتحديد مستوى توافر مقدرات الموارد البشرية والاداء الاستراتيجي, وتم استرجاع (44) استمارة، فضلا عن انه تم استعمال مجموعة من الاساليب الاحصائية متمثل بالوسط الحسابي الموزون، والانحراف المعياري، ومعامل الارتباط البسيط سبيرمان، ومعامل الانحدار البسيط والمتعدد. وأظهرت نتائج البحث وجود علاقة ارتباط موجبة ذات دلالة إحصائية بين مقدرات الموارد البشرية والاداء الاستراتيجي للعينة المبحوثة، واظهر البحث وجود علاقة تأثير مباشرة بين مقدرات الموارد البشرية والأداء الاستراتيجي للعينة المبحوثة. وخرج البحث بمجموعة من التوصيات لعل من أبرزها ضرورة قيام الكلية بتفعيل نشاط البحث والتطوير ودعم الأفكار الابداعية لمنتسبيها بقصد اضفاء ميزة على مخرجاتها النهائية، وضرورة تطوير عمليات الخدمة المقدمة في الكليات حالياً، وتطوير برامج ومقاييس للعملية التعليمية وتوظيفها باتجاه تحقيق اهدافها واهداف منتسبيها.الكلمات الدالة: مقدرات الموارد البشرية, والاداء الاستراتيجي.AbstractThe purpose of this research is examine the role of human resources competencies as a (strategic management, business knowledge, talent management, relationship with employees, quality of work and family life, and information technology) owned by human resource employees in three faculties in AL- Qadeissiah University (Administration &Economics, Education, &Science) to support and promoting strategic performance measurement by (financial hub, customers , internal processes, and innovation and learning). The research relied on questionnaire as a main tool to collect the necessary data needed to achieve its goal. Forty four respondents distributed to determine the level of human resources competencies and strategic performance. The research has been used set of statistical methods represented by weighted mean, standard deviation, Spearman correlation coefficient, & regression coefficient. Research results showed positive significant relationship between human resources competencies and strategic performance. The research also presents set of recommendations the most important the faculties need of the need for the college to provide distinctive support for research and development activities to enhance introduce creative ideas to its members in order to a feature on its outputs the final. Also the need to develop the processes of service currently provided, programs develop, measures of the educational process and using them towards to achieve its goals and objectives of its members
The coffee sector in Burundi plays a vital role in economic development. It is the major foreign earning source contributing about 80, supports 600.000 households, and offers employment to 40 of total population of the country. In ODECA, there is a decline trend production hence affecting its growth. In 2019-2020, production was 15084 metric tons while in 2021 was 6490 metric tons. This shows a decrease of 56 over the previous year. The decline can be attributed to ineffective operational strategies. Therefore, the study investigated the effect of operational strategies on growth of Burundian coffee sector. Objectives were to: examine the effect of product strategy, evaluate the effect of process improvement strategy and determine the effect of resource availability strategy on growth of Burundian coffee sector. The study was anchored on resource-based theory and guided by cona ceptual framework. The descriptive research design was adopted and quantitative research approach was employed. Simple random sampling technique was used to select 78 respondents from the population of 97. Data was collected using questionnaire and both validity and reliability (0.888) were tested. The data was analyzed using multiple regression analysis techniques with the help of SPSS Version 16 .Results indicated that product strategy had statistically insignificant effect on growth of coffee sector (t=1. 900.P=0.062,P>.05), resource availability strategy (t=2.266,P=.027,P<.05) affects coffee growth significantly)while process improvement strategy (t=0.946,P=0.348,P>0.05) had also statistically insignificant effect on growth of coffee sector. The study concluded that both product strategy and process improvement strategy contribute minimally to the growth of coffee sector while resource availability strategy contributes significantly. The study recommends availability of strategic resources to the coffee sector.
Buku ini menyajikan panduan praktis dan komprehensif tentang manajemen sumber daya manusia (SDM) untuk membantu organisasi mencapai kesuksesan. Dengan fokus pada konteks Indonesia, buku ini membahas berbagai aspek penting dalam manajemen SDM, mulai dari pengertian dan ruang lingkup manajemen SDM, perencanaan SDM, pengembangan karyawan, hingga topik-topik krusial seperti kepuasan kerja, disiplin, produktivitas, motivasi, pengembangan karir, kompensasi. , kompetensi, dan kepemimpinan.
Penulis menyajikan strategi-strategi terbaik dan praktik-praktik efektif dalam manajemen SDM yang dapat diterapkan oleh para peneliti dan manajer untuk mengoptimalkan potensi sumber daya manusia dalam organisasi. Buku ini dirancang untuk membantu pembaca memahami perubahan-perubahan terkini dalam bidang SDM dan menghadapi tantangan di lingkungan kerja yang dinamis.
Dengan pendekatan yang sistematis dan praktis, buku ini bertujuan menjadi referensi berharga bagi para profesional SDM, manajer, dan siapa pun yang ingin meningkatkan pemahaman mereka tentang manajemen sumber daya manusia secara efektif untuk mendukung pencapaian tujuan organisasi.
This article explores the central role of the Balanced Scorecard (BSC) in assessing funding strategies within public institutions in the age of digitization. We first dive into the key concepts of the BSC, highlighting its usefulness as a tool for analyzing and measuring financial and operational performance. BSC offers a comprehensive framework for translating an organization's vision and strategy into concrete indicators, thereby facilitating informed decision-making. At the same time, this article highlights the major theoretical challenges posed by digitization for public institutions. The transition to digitalization has profound repercussions on financial management, the adjustment of strategies, and the response to the growing expectations of citizens and stakeholders. In this context, adapting financing strategies becomes crucial. BSC, as a measurement and evaluation tool, is proving to be a valuable ally for public managers, enabling them to monitor performance, identify areas requiring improvement, and adjust financial resources accordingly. The research methodology of this paper is based on an in-depth documentary analysis of scientific literature, relevant government reports, and data from national and international organizations. In conclusion, this paper aims to enlighten public decision-makers and managers on the importance of BSC in improving funding strategies in the digitization era. It offers informed perspectives and concrete recommendations, based on a solid literature review, to contribute to effective financial management and the successful adaptation of public institutions in this ever-changing context.
Innovation and entrepreneurship are increasingly important in economic development in almost every country and region on the planet, and market competition drives organizations to greater efficiency. In the face of all these global economic transformations and the specificities of the markets, we address the reasons why people are becoming increasingly entrepreneurial in the European textile and clothing industries, and how innovation and communication have become so important in the strategies for entrepreneurship in these industries. The strong economic impact that entrepreneurial companies in the European textile and clothing sector have on economic development and job growth has meant that almost all European governments have created support for entrepreneurship and innovation in the textile and clothing sector.
Strategic competitive response has been identified as effective factor that harnesses a business ability to utilize all its skills, capabilities and resources in order to gain competitive advantage and thus survive and increase its value over time. It focuses on the organization's assets, resources and market position, projecting how well it will be able to employ strategies in the future. This study sought to explore the influence of strategic competitive response capability deployment on performance of listed organizations in Nairobi securities exchange. There is a dearth of studies empirically investigating the relationship between interaction of strategic competitive response capability deployment and organizational performance. This gap in knowledge is exacerbated by multiple definitions, ambiguity of constructs, contradicting views and little grounding of the theory in empirical observation. The objective was to determine the influence of strategic response capability performance. The study employed two theories to explain the interaction of strategic competitive response action and organizational performance, the theories were resource-based view and dynamic capabilities theory. A cross sectional research design was employed with the focus set on the operations of corporations listed in Nairobi securities exchange. A census survey of 67 firms was conducted. The results show that strategic competitive response has a positive statistically significant relationship with performance (β=0.600, p=.000). The results have also shown that strategic competitive response was positively correlated to organizational performance at 99% confidence level (r=6.45, p=0.000).This study concludes that strategic competitive response capability significantly influences organizational performance positively. The findings of this study would help firms listed in the Nairobi Securities Exchange identify critical factors and design sustainable strategies to improve their strategic competitive response capability through strategic planning and ensuring that they are up to date with modern trends in technology and other information related to their industry.
The banking sector has the potential to progress and grow sustainably. This is reflected in the increase in the value of distributed funds and the value of commercial bank assets. However, this increase was not in line with the increase in company value. Therefore, companies must be able to optimize their resources to increase corporate value. This study aims to analyze and explain the factors that can affect corporate value. The variables used in this research are corporate governance as an independent variable, financial performance as a mediating variable, and corporate value as a dependent variable. The type of research used is explanatory research with a quantitative approach. The samples for this research were Bank Rakyat Indonesia (BBRI), Bank Mandiri (BMRI), Bank Negara Indonesia (BBNI), and Bank Tabungan Negara (BBTN). The data analysis was done using descriptive statistical analysis and partial least squares (PLS) analysis which is processed using SmartPLS software. The results of this research indicate that corporate governance has a negative and insignificant effect on corporate value. Furthermore, corporate governance variables also had a negative and insignificant effect on financial performance. Apart from that the results also show that the financial performance variable is not able to mediate the relationship between corporate governance and corporate value significantly. The practical implication of this research was to encourage banking management in Indonesia to implement good corporate governance as it can boost financial performance. Keywords: banking, corporate governance, corporate value, financial performance
The concept of effectuation is as subtle as it is profound. On the one hand, it challenges long held beliefs about the nature of cause and effect in social science. On the other hand, it generates a host of new insights about social phenomena. This concept is particularly well suited to analyzing entrepreneurial behavior - behaviors undertaken in settings where the relationship between cause and effect is understood, at best, very poorly.
Obvious strengths, hidden barriers -- The silent killers -- How the six barriers interact to block strategy implementation and learning -- What can be done? -- The principles of effective management -- Can the silent killers be overcome?