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The Balanced Scorecard: measures that drive performance
Abstract
Executives know that a company's measurement systems strongly affect employee behaviors. But the traditional financial performance measures that worked for the industrial era are out of sync with the skills organizations are trying to master. Frustrated by these inadequacies, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements, and the numbers will follow,"the argument goes. But managers want a balanced presentation of measures that will allow them to view the company from several perspectives at once. In this classic article from 1992, authors Robert Kaplan and David Norton propose an innovative solution. During a yearlong research project with 12 companies at the leading edge of performance management, the authors developed a "balanced scorecard;" a new performance measurement system that gives top managers a fast but comprehensive view of their business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures related to customer satisfaction, internal processes, and the organization's ability to learn and improve-the activities that drive future financial performance. The balanced scorecard helps managers look at their businesses from four essential perspectives and answer Some important questions. First, How do customers see us? Second, What must we excel at? Third, Can we continue to improve and create value? And fourth, How do we appear to shareholders? By looking at all of these parameters, managers can determine whether improvements in one area have come at the expense of another. Armed with that knowledge, the authors say, executives can glean a complete picture of where the company stands-and where it's headed.
... Інше дослідження «IoT and Digital Circular Economy» надає детальну інформацію про принципи, додатки та виклики використання IoT у цифровій економіці, підкреслюючи його роль у підвищенні сталості та ефективності бізнес-процесів [74]. Роберт Каплан та Девід Нортон розробили Balanced Scorecard, який допомагає вирівняти бізнес-процеси зі стратегічними цілями на стратегічному рівні управління [60]. Майкл Хаммер та Джеймс Чемпі запропонували Business Process Reengineering (BPR), який радикально перепроєктовує процеси для значних покращень на тактичному рівні [57]. ...
... Регулярно оцінюйте результати та коригуйте підходи відповідно до змін у середовищі та бізнес-цілей Джерело: розроблено авторами на основі [60,65,66,69,74] Розглянемо приклад для IT-сервісної компанії, яка надає послуги в сфері телеметрії та передиктивної аналітики для автомобільної індустрії, для якій важливо побудувати фреймворк управління бізнес-процесами (BPM), що враховує специфіку галузі та потреби клієнтів. У Таблиці 4 наведено фреймворк, який поєднує різні методології на різних рівнях управління, сприяючи ефективній цифровій трансформації. ...
... прискорення процесів оборонної̈ реформи [60]. ...
Сучасний бізнес активно використовує цифрові технології для підвищення продуктивності, адаптивності та стійкості своїх процесів, що потребує структурованого підходу до управління. Цифрова трансформація впливає на всі аспекти діяльності компаній через впровадження цифрових технологій, як штучний інтелект, Інтернет речей (IoT), автоматизація, великі дані та інші інновації. Зазначені технології не лише сприяють оптимізації рутинних завдань, але й змінюють бізнес-моделі та стратегії управління, що сприяє швидшій адаптації до динамічних ринкових умов.
Keywords
монографія, інформаційні технології, цифровізація, штучний інтелект, управління, бізнес, Інтернет речей, інновації
Modern business actively uses digital technologies to increase productivity, adaptability and sustainability of its processes, which requires a structured approach to management. Digital transformation affects all aspects of company activities through the implementation of digital technologies, such as artificial intelligence, the Internet of Things (IoT), automation, big data and other innovations. These technologies not only help optimize routine tasks, but also change business models and management strategies, which contributes to faster adaptation to dynamic market conditions.
Keywords
monograph, information technology, digitalization, artificial intelligence, management, business, Internet of Things, innovation
Citation
Лисенко С. М. Класифікація методологій управління бізнес-процесами в контексті цифрової трансформації / С. М. Лисенко, О. С. Маковоз // Економічні системи в умовах глобальної нестійкості: шляхи оновлення і модернізації : монографія / за заг. ред. Н. В. Шандової ; Херсон. нац. техн. ун-т. – Херсон : ФОП Вишемирський В. С., 2025. – С. 75-98.
https://repository.kpi.kharkov.ua/items/e2b288c2-9575-468e-b41a-05a71be3fb89
Full text:
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... Veoma teško je ovakve bene te ili rezultate izolovati od ukupnih kompanijskih rezultata, pa samim tim jako je teško odrediti performanse svakog zaposlenog i njegov doprinos ukupnom organizacionom rezultatu. U praksi dve najupotrebljavanije metode jesu Balansna karta (Norton & Kaplan, 1992;Kaplan & Norton, 1996) i stopa prinosa na investiciju ili Return on Investment (ROI) (Philips, 1996). Philips (1996) govori o značaju analize i konverzije post-trening rezultata u monetarnim vrednostima koje su ostvarene. ...
... Pregledom literature Zeglat et al. (2012) u vezi sa sistemima merenja performansi uveli su nekoliko dobro poznatih balansiranih sistema kao što su Balansna karta ili Usklađena lista (Norton & Kaplan, 1992), sistem piramide performansi (Cross & Lynch, 1988), Skandia navigator (Edvinsson, 1997), sistem prizma performansi (Neely et al., 2001), integrisani dinamički okvir za merenje performansi (Ghalayini et al., 1997), hibridni sistem merenja (Laitinen, 2002), metod merenja zasnovan na znanju (Sveiby, 1997), proces merenja performansi u Kembridžu -evidencija o merama performansi (Neeli et al., 1997) i transformaciono merenje performansi (Spitzer, 2007). Studija Roberts et al. (2017) identi kovali su potencijalne probleme u primeni sistema merenja učinka koji uključuju i nansijske i ne nansijske mere, posebno primenu Balansne karte. ...
... Scorecard metode su ne nansijske i nemonetarne i u tome leži njihova najveća prednost i to je razlog zbog kog su našle svoju primenu u praksi. Najprimenjivanija metoda od Scorecard metoda jeste Balansna karta (Norton & Kaplan, 1992;Kaplan & Norton, 1996). Tabela 2. Komparativna analiza metoda za merenje intelektualnog kapitala. ...
... We have to consider that the main basis of a firm's success is accomplishing a sustainable competitive advantage. In fact, understanding what resources and what trends in firms lead to competitive advantage is a core topic in marketing strategy (Varadarajan, 1999;Kaplan and Norton, 2008) [59,60] . SME's can gain a competitive advantage by putting their data to use. ...
... We have to consider that the main basis of a firm's success is accomplishing a sustainable competitive advantage. In fact, understanding what resources and what trends in firms lead to competitive advantage is a core topic in marketing strategy (Varadarajan, 1999;Kaplan and Norton, 2008) [59,60] . SME's can gain a competitive advantage by putting their data to use. ...
... Konsep pengukuran kinerja keuangan yang digunakan dalam penelitianini adalah mengadopsi parsial dari konsep Balanced Scorecard (BSC). Konsep ini pada dasarnya merupakan konsep pengukuran kinerja yang menjabarkan visi dan strategi organisasi ke dalam empat perspektif indikator kinerja yaitu perspektif keuangan, pelanggan, proses internal bisnis dan pembelajaran pertumbuhan [7]. Penerapan konsep BSC pada organisasi publik telah banyak dilakukan misalnya pada organisasi kesehatan rumah sakit, organisasi sosial, organisasi pendidikan dan jenis organisasi bisnis lainnya. ...
... Adapun variabel dependen (endogen) yaitu kinerja organisasi. Kaplan & Norton [7] mendefinisikan kinerja organisasi sebagai penilaian kinerja organisasi secara komprehensif yang menggunakan empat dimensi Balanced Scorecard/BSC, yaitu pembelajaran dan pertumbuhan (learning and growth), proses bisnis internal (internal business process), pelanggan (customer) dan keuangan (finance). Namun, penelitian ini hanya menggunakan satu dimensi penilaian yaitu dimensi keuangan. ...
The purpose of this paper is to examine the influence of entrepreneurial orientation (EO) dimensions on financial performance in the study program that offer vocational one. The survey was carried out in the higher education sector in Makassar, distributed 100 questioner and successfully collected in 51 questionnaires. The multidimensional EO constructs were adopted. The results show that risk taking and proactiveness were significantly associated with the study program financial performance, whereas other dimensions were not. The results are limited to the higher education sector in Makassar, self-reported data were used to measure study program performance. The study suggest that study program should consider human intellectual development in term of risk management and proactiveness schema in order to achieve better financial performance. 1. PENDAHULUAN Revolusi industry 4.0 telah memberikan nuansa baru bagi hampir semua industri di dunia ini, tidak terkecuali sektor pendidikan tinggi. Akibatnya, pendidikan tinggi juga mengalami serangkaian perubahan fundamental dalam melaksanakan fungsinya sebagai salah satu penopang keberhasilan suatu negara. Misalnya, tuntutan perkembangan teknologi informasi telah mengubah platform pengelolaan akademik menjadi serba digital, yang mejadikan kegiatan operasional akademik semakin efisien dan efektif[1]. Namun demikian, perubahan tersebut memerlukan konsekuensi dari sisi ketersediaan dan kesiapan sumberdaya baik yang bersifat keuangan maupun sumber daya manusia. Di masa lalu, pendidikan dipandang sebagai barang publik, umumnya disediakan oleh Lembaga pemerintah atau organisasi swadaya masyarakat, yang mana tercirikan tidak dipengaruhi oleh tekanan pasar dan mempunyai misi sosial yang jelas. Namun sekarang ini, sektor pendidikan menjadi sebuah sistem pelayanan yang bersifat glonal dan dioperasionalkan oleh lembaga yang berdifat quasi-perusahaan. Akibatnya sektor pendidikan tinggi masuk dalam sebuah kondisi persaingan yang begitu kompleks dan kompetitif. Penelitian terkini tentang pendidikan tinggi mengungkapkan bahwa kompetisi di sektor pendidikan terjadi pada semua tingkatan, mulai dari persaingan antar individu yang terlibat didalamnya, program studi, fakultas, institusi, sektor pendidikan regional, bahkan persaingan di tingkat antar negara, yang akhirnya disebut sebagai multi-level form of competition [2]. Selain itu, fenomena di lingkungan pendidikan tinggi dunia sekarang ini telah mengadopsi etos dan praktek kerja yang ada di lingkungan perusahaan atau bisnis. Misalnya, beberapa lembaga pendidikan tinggi menekankan pentingnya mempeertimbangkan logika pemasaran dan pasar bebas dalam menetapkan strategi pengembangannya [3]. Pada konteks Indonesia, perkembangan pengelolaan pendidikan tinggi dinilai sangat dinamis. Pemerintah telah melakukan kebijakan pemberian kewenangan pengelolaan penuh kepada beberapa perguruan tinggi negeri yang sudah berada pada tingkat mandiri, dikenal sebagai Perguruan Tinggi Negeri Badan Hukum (PTNBH). Dilain pihak perkembangan pengelolaan perguruan tinggi yang dikelola oleh masyarakat (Perguruan Tinggi Swasta) sudah sangat berkembang pesat, dimana sebahagian diataranya didirikan dan ditopang oleh kelompok usaha menengah dan besar. Justru pengelolaan beberapa Perguruan Tinggi Swasta yang didididirkan oleh kelompok usaha besar telah mempunyai derajat pengelolaan yang berskala internasional. Kondisi diatas mengakibatkan derajat kompleksitas (complexity) dan ketidakpastian (uncertainty) pada lingkungan pengelolaan pendidikan tinggi semakin menigkat, dimana memaksa semua organisai untuk tetap bertahan dalam menjalankan misinya. Pada kondisi yang demikian, pendidikan tinggi harus mampu mengidentifikasi sumber daya yang dimilikinya untuk bisa menemukan keunggulan bersaing (competitive advantage). Meskipun sudah ada regulasi pemerintah melalui peraturan dan kebijakan dalam hal peningkatan 1 Korespondensi penulis: Muhammad Ridwan Arif, Telp 08124180470, muhammad_ridwan@poliupg.ac.id
... • Balanced Scorecard (BSC) by Kaplan and Norton [39]. ...
... (a) Balanced Scorecard (BSC) by Kaplan and Norton [39] which focuses on four perspectives: learning and growth, finance, customers and internal processes; ...
The travel and hospitality sector represent a cornerstone of global economic activity, significantly influencing financial systems worldwide. Its huge impact on the environment, society and economy has brought it into focus, making it important to achieve sustainability in all its segments, along with excellence and quality. These two concepts have been widely researched separately, but the same cannot be stated for their interrelationship. The goal of this paper is to suggest a new model of sustainable quality management for hotel companies, aiming to identify the most suitable approach for this specific industry. For this purpose, secondary research was conducted aimed at answering the research question: How can the key models of quality and sustainable development be embedded into a framework apt for hotel companies? The authors proposed the model which is derivate from existing models such as Balanced Scorecard (BSC) by Kaplan and Norton which focuses on four perspectives: (a) Learning and growth, finance, customers and internal processes; (b) ISO 9001:2015 Quality Management System and ISO 14001:2015; (c) European Foundation for Quality Management framework and (d) United Nations Sustainable development goals (SDGs). In the future, additional research should be done, in order to see the hotel industry perspective for the proposed model implementation.
... Selain itu, TQM dianggap memiliki kemampuan untuk mendorong kinerja perusahaan menjadi lebih baik yang dapat dilihat kebenarannya dari keunggulan operasional, kinerja finansial dan kinerja nonfinansial (Adem & Virdi, 2020). Mengingat pentingnya keseimbangan aspek finansial dan non-finansial bagi perusahaan untuk melihat peningkatan kinerja, balanced scorecard (BSC) menjadi alat pengukuran yang lebih efektif dibanding pengukuran lainnya (Kaplan & Norton, 2005). Metode pengukuran BSC ini mengkombinasikan kinerja tradisional finansial dengan kinerja non-finansial dimana berfokus pada ide manajemen strategis untuk menilai kinerja perusahaan (Hoque, 2003). ...
... TQM sendiri pada dasarnya terbagi atas dua kategori, yaitu soft TQM dan hard TQM yang mana banyak studi menyatakan bahwa soft TQM jauh lebih berpengaruh dalam mencapai TQM yang sukses dibanding dengan hard TQM. Kemudian, perspektif non-finansial dalam BSC dianggap mampu menjadi pelengkap kinerja finansial dan mendorong pada kinerja finansial jangka panjang (Kaplan & Norton, 2005;Sipayung, 2009). ...
This study aims to analyse the effect of Soft Total Quality Management (Soft TQM) on SME performance in Jakarta, both from financial and non-financial perspectives. We used a balanced scorecard (BSC) approach and collected 135 datasets through online surveys to the business owners/manager. Data analysis was carried out by Structural Equation Modelling (SEM) method. The results of the data analysis showed that soft TQM has a negative and not significant effect on SMEs financial perspective, however there is a positive and significant effect on SMEs non-financial perspective. This study also discovered that innovation and leaning perspective mediates the impact of soft TQM on financial perspective in a positive and significant way.
... (Kaplan & Norton, 1992 ...
This study aims to explore the effectiveness of applying the Balanced Scorecard (BSC) framework to improve performance management in karate training programs. Karate is a martial art that requires a balanced integration of physical strength, mental discipline, and technical precision. Therefore, implementing a strategic performance management tool like the BSC could contribute significantly to enhancing training quality and organizational efficiency. The study examines the four key BSC perspectives-financial, internal processes, learning and growth, and customer (participant) satisfaction-in the context of karate clubs and academies. The research highlights the potential benefits of this model and proposes practical recommendations for successful implementation in sports settings. المقدمة : في تساعد ّالة فع قياس أدوات استخدام الضروري من أصبح الرياضية، اإلدارة مجال في المتسارعة التطورات ظل في تم التي المتوازن األداء بطاقة تبرز األدوات هذه بين من المختلفة. الرياضات في واإلداري الفني األداء وتحسين تقييم ف نورتون وديفيد كابالن روبرت يد على تطويرها عام ي 1992 في االستراتيجي األداء لقياس ُستخدم ي شمولي كإطار بمختلف المؤسسات أنواعه ا (Kaplan & Norton, 1992). وهي رئيسية، أبعاد أربعة على األصلي النموذج اعتمد وقد : 1. المالي، األداء 2. الداخلية، العمليات 3. والنمو، التعلم 4. المستفيدين أو العمالء رضا. ه استخدام توسع ومع رياضة ذلك في بما الرياضي، والمجال الصحة، التعليم، مثل جديدة مجاالت في يظهر بدأ النموذج، ذا واالنضباط التكنيك، القوة، من ًا مزيج تمثل التي الكاراتيه .
... The boards must effectively balance their oversight of the company. To address this challenge, authors at Harvard University (Kaplan & Norton, 1992) proposed a balanced scorecard framework that provides a holistic perspective of looking at the business of the company. The balanced scorecard framework defined the long-term performance of the company by considering the four perspectives that represent its operations. ...
Traditionally oversight role of the company’s board of directors is primarily focused on the business’s financial performance. Over a period, the corporate governance focus has expanded to include sustainability, technology, and its impact on business. Recently, the environmental, social, and governance themes have been added to the oversight horizon of boards. Usually, the human resource
agenda has the lower priority for the boards of the listed or unlisted companies and the trend continues as of today. The difference between talk and walk of the board, on human resources of the company, is one of the potential risk areas for the organization. Some of the progressive boards are now including the human resource agenda as one of the board priorities. This desktop study offers insight into, oversight and governance of human capital management using the concept of employee experience as single measure by the board of the company. The study uses an integrated literature review method using the literature on corporate governance and employee experience. The study recommends a framework with the key practices the board can consider for effective oversight of the employee experience. The application of the framework will enable the board to align employee experience and business strategy, supporting the achievement of long-term strategic goals. This study will add to the existing knowledge of employee experience and corporate governance to help the board to be successful. This is a desk study, and the practices recommended need to be practically tested by a respective board of the company in their context.
... Previous research has shown that implementing a Balanced Scorecard can positively impact organisational performance. Kaplan and David P. Norton, (1992), the creators of the Balanced Scorecard state that this tool enables organisations to turn vision and strategy into action. Some research in the healthcare sector, such as that conducted by Amer et al., (2022), studies have shown that implementing BSC in hospitals can improve operational efficiency, patient satisfaction, and service quality. ...
Implementing the Balanced Scorecard (BSC) in hospitals has become an essential focus in improving organisational performance in the healthcare sector, especially in Indonesia, which faces unique challenges in terms of resources and infrastructure. This article aims to identify and analyse the critical success factors in implementing BSC in hospitals, with the hope of providing practical recommendations for management. The method used in this research is a systematic literature review, which involves a comprehensive analysis of various previous studies on implementing the Balanced Scorecard (BSC) in the healthcare sector. The research findings indicate that factors such as resource utilisation efficiency, patient satisfaction, management commitment, employee participation, and strategic alignment are crucial elements that significantly influence the success of BSC implementation. Implementing the Balanced Scorecard (BSC) in hospitals is an effective way to improve performance. Key success factors include efficient use of resources, patient satisfaction, and strong management support.
... Performance Management Theory (PMT) emphasizes the importance of measuring and managing performance to achieve organizational goals. This theory has been particularly useful in understanding the effectiveness of processes in both the public and private sectors (Kaplan & Norton, 1992). The theory asserts that setting clear performance standards, monitoring progress, and evaluating outcomes are essential for ensuring the successful delivery of projects. ...
This study investigates the impact of public procurement procedures on the efficacy of public projects within Zambia's Ministry of Infrastructure, Housing and Urban Development (MIHUD) and the Ministry of Local Government and Rural Development (MLGRD). Inefficient procurement methods, characterised by delays, cost overruns, and inferior project quality, have impeded the successful execution of public projects, especially in infrastructure and rural development. The research is to evaluate the impact of Supplier Qualification Screening (SQS), Competitive Bidding (CB), and Supplier Evaluation (SE) on project performance. A quantitative research methodology was utilised, employing a survey-based descriptive design to gather data from 120 procurement experts and project managers within the designated ministries. Structural Equation Modelling (SEM) was employed to examine the correlations between procurement methods and project outcomes. The results demonstrate that SQS and CB enhance project performance by facilitating timely delivery and cost effectiveness. Nonetheless, SE exerted a detrimental impact, indicating that too rigorous evaluation processes may result in delays and impede project accomplishment. Hypothesis testing validated these findings, corroborating the alternative hypotheses for SQS and CB, however SE demonstrated an inverse correlation with project outcomes. The report advocates for the fortification of regulatory frameworks, the augmentation of capacity-building programs, the rectification of bureaucratic inefficiencies, and the encouragement of e-procurement platform usage to enhance procurement efficiency. A review of supplier evaluation procedures is essential to avert needless delays in project execution. The study's results have substantial implications for procurement reforms and efficiency enhancements in Zambia. Improving openness, accountability, and stakeholder collaboration in procurement procedures can result in superior project outcomes, fostering national infrastructure development and socio-economic advancement, especially in rural regions. Enhancing procurement policies and using digital solutions will be crucial in developing a more efficient and accountable public procurement system.
... Abaikpa, et al., (2023) aver that, employee behavior is strongly related with organization performance. According to Kaplan and Norton (2012) employee performance information may be perceived from four perspectives namely: the financial perspective, the customers' perspective, the internal business perspective, and innovation and learning perspective. The authors describe employee performance model measures as consisting creativity, profitability, productivity, competitive advantage, effectiveness, efficiency, flexibility, quality, etc. ...
The study investigated the relationship between organizational environment and employee performance in Akwa Ibom State Polytechnic, Ikot Osura. A survey research design was adopted for the study. A sample of 257 respondents was drawn from the population of 720 using Taro Yamane’s scientific sampling technique. For the objectives of the study to be achieved, four hypotheses were formulated and tested. The study utilized structured questionnaire and interview as major instruments for data collection. 257 questionnaires were distributed and 250 were returned. Data collected were analyzed using simple percentage and simple regression. Results showed that, apart from government policies which has no significant and positive relationship, other variables of organizational environment such as effective leadership, internal organizational support and technology all have significant and positive relationship with employee performance in Akwa Ibom State Polytechnic, Ikot Osurua. It was recommended that, effective leadership should be sustained in Akwa Ibom State Polytechnic, Ikot Osurua, internal organizational support should be provided to enhance a cordial relationship between management and employees for better employee performance, modern technology should be adopted for efficient service delivery to enhance employee performance in Akwa Ibom State Polytechnic, Ikot Osura and government policies should be incentive-based and growth driven that will sustain employee performance in Akwa Ibom State Polytechnic, Ikot Osura.
... By understanding the impact of each component on sales, brands can make better investment decisions in areas such as marketing, website development, logistics improvement, and customer service. This approach helps them maximize their return on investment and prevent resource wastage [35]. ...
This study aims to model the relationships between the components influencing Internet retailing in the apparel industry and their impact on sales growth. Using a mixed-methods research approach (qualitative and quantitative), data were collected through semi-structured interviews with 20 industry experts (until theoretical saturation was reached) and standardized questionnaires. Qualitative data analysis was conducted using qualitative content analysis with MAXQDA software, while quantitative data were analyzed using SPSS and SmartPLS software. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were employed to examine the relationships between components. The findings indicate that success in online apparel retailing requires simultaneous attention to 11 main components and 22 subcomponents, including user experience, pricing, product quality, customer service, digital marketing, logistics and timely delivery, trust and credibility, personalization and recommendations, branding and brand image, innovative technologies, and customer feedback. These components directly and indirectly influence customer satisfaction and sales growth. The results of this study can help apparel brands design and implement their strategies more effectively, thereby significantly increasing their sales. However, this research has limitations, such as focusing on a specific geographic region and the apparel industry. Additionally, given the rapid advancement of technologies such as artificial intelligence and virtual reality, future research is recommended to examine the impact of these technologies on Internet retailing.
... These new tools support entities in setting and monitoring long-term development goals. A breakthrough solution was the Balanced Scorecard concept in the 1990s (Kaplan and Norton, 1992;1996), which offers a comprehensive approach to assessing the performance of an enterprise. ...
... An open-ended section complements the quantitative data by capturing qualitative justifications, enabling respondents to explain their scores and offer deeper insights. This design positions the questionnaire as a self-assessment tool akin to strategic audit methodologies [102][103][104][105] and promotes firm-wide introspection and action-oriented research [106]. By involving all senior management members, the process ensures a comprehensive evaluation of organizational dynamics. ...
This study aims to analyze the shifting focus and emerging themes in contemporary energy entrepreneurship research, alongside the challenges and opportunities faced by select energy entrepreneurs in a rapidly transforming global landscape that is driven by sustainability imperatives, resilience, and systemic energy transitions. Employing a semi-systematic and critical literature review, 238 relevant scientific articles from the Web of Science database were identified and analyzed. We then conducted focused case studies of energy entrepreneurs in a less-developed regional ecosystem. The findings reveal two distinct “generations” of energy entrepreneurship research, marked by a clear shift towards sustainability themes, innovative energy business models, and corporate responsibility. Additionally, we introduce the “Energy Innovation Scorecard” (EN.I.SCORE) framework—a comprehensive macro–meso–micro guideline designed to support energy entrepreneurs. Applying this framework to a sample of 89 surveyed and 8 interviewed firms reveals that, especially among microfirms, there is weak integration of strategy–technology–management, limited energy innovation, and poor financial performance prevail—challenges typical of underdeveloped ecosystems. By examining the origins, evolution, and holistic transformation of energy entrepreneurship, and by investigating the selected regional case, this research potentially helps bridge critical gaps in understanding the dynamics of this field.
... Performance measurement refers to systematically evaluating processes, practices, and outcomes within an organization using key performance indicators (KPIs) [24][25][26]. It is widely applied across public and private sectors to identify efficiency gaps, evaluate quality, and prioritize interventions [27,28]. ...
Background
Performance measurement systems (PMS) are increasingly recognized as essential tools in healthcare services. However, there remains a significant gap in the literature regarding their development, implementation, and impact on primary health care (PHC). This study aims to systematically review peer-reviewed literature to identify and analyze existing constructs, methodologies, and challenges associated with PMS in primary care settings worldwide.
Methods
This systematic review follows the PRISMA guidelines regarded as the gold standard for evidence synthesis in scientific and grey literature. The quality of the selected studies was assessed using the Rosalind Franklin Qualitative Research Appraisal Instrument (RF-QRA), focusing on transferability, reliability, credibility, and confirmability.
Results
From an initial pool of 167 articles, 14 studies were selected for in-depth analysis. These studies highlighted several challenges, including difficulties in evaluating PMS post-implementation within primary care units, limited evidence on the longitudinal monitoring of performance indicators, and inconsistencies in methodological approaches. The findings also revealed that regional, operational, and cultural contexts influenced the most PMS adaptations.
Conclusions
This systematic review offers a comprehensive diagnosis of the best PMS models implemented globally over the past five years, emphasizing heterogeneity, diversification, and reliability. The findings underscore the potential for PMS to inform public policies to achieve high-performance primary healthcare systems and enhance decision-making processes at both operational and managerial levels.
... En outre, Venkatraman et Ramanujam (1986) ont mis l'accent sur la performance financière de l'entreprise, mesurée par la croissance des ventes, la croissance du résultat net et la rentabilité. Kaplan et Norton (1992) complètent ces mesures financières par trois séries de mesures opérationnelles liées à la satisfaction des clients, aux processus internes et à la capacité de l'organisation à apprendre et à s'améliorer. ...
The automotive industry in Morocco has undergone a remarkable evolution, positioning the country as a competitive and attractive industrial hub in North Africa. This sector's performance is influenced by various factors, including technological adoption, natural resources, human capital, and public infrastructure. The aim of this paper is to identify the key factors on which decision-makers can rely to support and promote the development of the automotive industry. To achieve this objective, a quantitative study was conducted using a pre-established questionnaire. The hypotheses of our conceptual research model were tested through structural equation modeling using Smart-PLS 4 software. The results of the study reveal that investment in human capital and the development of public infrastructure have a significant impact on the performance of the automotive industry in Morocco. In contrast, the availability of natural resources and the ongoing adoption of new technologies did not demonstrate a decisive effect on the success of this sector.
... op has evolved from a focus on productivity to economies of scale and strategic alliances, influencing financial outcomes indirectly (Kaplan et al., 1992). it is gauged by productivity, efficiency and innovation metrics (Buer et al., 2021;Ganbold et al., 2021). ...
This research constructs a model to examine knowledge sharing (KS) within Pakistan’s pharmaceutical sector and its impact on innovation, as well as operational performance (OP) and non-financial performance (NFP), with trust as a moderating factor. Employing a quantitative methodology, the study analyzes data from 490 respondents through surveys and investigates the mediating role of innovation in the link between KS and performance. Findings indicate that innovation fully mediates the relationship between KS and OP and NFP, highlighting that KS significantly fosters innovation and consequently enhances performance. The study’s results provide actionable insights for managers on leveraging KS to improve performance and highlight the importance of trust in enhancing the innovation outcomes of knowledge dissemination. This contribution is particularly relevant for the under-explored area of NFP (such the innovation learning process or internal business processes) in the Pakistani pharmaceutical industry. Additionally, it extends the existing literature and serves as a guide for policymakers in designing KS policies.
... Besides personal and collective targets, companies apply various models to assess teamwork efficiency. One of the most appealing Management Control tools that was developed by Kaplan and Norton in 1992 is known as the Balanced Scorecard Model. According to the research conducted, there will be significant changes in performance measurement and control if this model is adopted (Norreklit, 2000). ...
Teamwork is an essential component of business performance as it impacts productivity, creativity, management, and organizational outcomes. This study aims at discussing the importance of the concept of teamwork by defining it as well as studying its theoretical and practical aspects in different fields. The study uses online questionnaire whereby independent working professionals in the technology, healthcare, finance and manufacturing industries are expected to provide information on the effects of teamwork to business. The results show that teamwork leads to better goals clarification and communication, leadership support, and cooperation with colleagues which in turn results in higher productivity, lower employee turnover, and company’s financial growth. This study also shows that whereas the variables of the study show that both transformational and servant leadership have a positive effect on teamwork effectiveness laissez faire leadership on the other hand, has little effect on teamwork effectiveness. Also, the correlation matrix reveals a significant relationship between communication effectiveness as well as collaboration and the commitment to a continuous improvement approach. Nevertheless, there are challenges that were observed to impact on the effectiveness of teamwork which includes, lack of communication, unclear objectives and goals and lack of leaders to lead the teams. Long-term benefits are achieved when organizations implement a structured teamwork strategy, performance measurement system, and leadership development. This study adds to the existing body of knowledge dedicated to the field of organizational behavior since it offers evidence of the increasing business outcomes that result from structured teamwork. The study becomes relevant for businesses to focus on the importance of establishing strong and adapted team cultures, improving managerial communication channels and developing leadership skills to stay relevant in the existing and emerging market conditions. Further research should extend years down the line to evaluate the long-term organizational implications of teamwork and should examine the use of technology to bolster teamwork
... Besides physical capital,some researches argue that moral capital is of greater importance and determinant of performance (Atkinson, 1998;Kaplan &Norton, 1992),which may appear in the form of unique experiences and competencies that can't be easily imitated, and whichconstituteaccess barriers for the new competitors, compared to easyto-imitate physical capital (Hamzaoui, 2009)whichincreases industry concentration and newcomersabsorb those surplus profits as a result of increased competition within the industry. ...
This study aims at testing the impact of some Firm specific factors such as size, age and capital intensity on the financial performance of 61 industrial companies in Algeria during the period between 2013 and 2019. It also Determines which of these factors are specific and explanatory for their financial performance.The study data were processed based onPanel Data method.The obtained results showed that the estimated model explains 43% of the change in financial performance represented by Return on assets, and that the age of the firm defines and explains the financial performance of the study sample and has a positive significant impact. Accordingly, some appropriate recommendations that allow firms raising their financial performance levels have been presented.
... The model was established by Kaplan and Norton (1992) and has gained widespread popularity as a model for strategic management and performance tracking. This model places significant emphasis on the necessity of taking into account various facets of organizational performance in addition to financial metrics. ...
The global economy's transformations have prompted public healthcare institutions in Kenya to adopt strategies to expand their markets, improve customer satisfaction, and enhance operational efficiency globally. The county government of Tharaka Nithi and the Kenyan national government have implemented initiatives to enhance public healthcare facilities, but their performance remains below the required standards. According to The World Health Organization reports Kenya's public healthcare institutions provided 75% unsatisfactory services to customers, while their services remained at 6.6% from 2017 to 2020. Therefore, the current study investigates the effect of quality management practices on the performance of public healthcare institutions in Tharaka Nithi County, Kenya. Specifically, the study examined the effect of customer focus and continuous improvement on the performance of public healthcare institutions in Tharaka Nithi County, Kenya. The study used Scorecard, Six Sigma theories as well as the upper echelon theory. The study embraced descriptive research design. The target population was eight hundred and eighty-three employees of public healthcare institutions in Tharaka Nithi County, Kenya. Stratified random sampling techniques were used as a sampling technique to select 275 respondents that were determined scientifically through a formula. Primary data was collected using a structured self-administered questionnaire. A pilot test of twenty-eight respondents was conducted. The study instrument's reliability and validity were evaluated using Cronbach's alpha coefficient, with a threshold of 0.7 or higher. The collected 84 data was analyzed using descriptive and inferential statistics, which were presented in the form of tables, charts, and graphs. The findings were that strengthening customer focus (p<0.05), continuous improvement (p<0.05) and top management commitment (p<0.05) can contribute towards a significant improvement in the performance of public healthcare institutions in Tharaka Nithi County, Kenya. The study concluded that total quality management practices are significant enablers of the organizational performance of an institution. The study recommended that employees working with public healthcare institutions in Tharaka Nithi County should be motivated to address customer inquiries promptly to improve the level of efficiency and effectiveness. The operational managers and all other heads of the functional areas in the public healthcare institutions in Tharaka Nithi County design their processes effectively for effective decision-making. Employees should be encouraged to use errors reported as the basis for further improvement in processes.
... Cette complexité découle notamment du fait que la performance ne se limite pas à une seule dimension, mais englobe une diversité de critères qui reflètent les multiples objectifs poursuivis par les entreprises et les attentes de leurs parties prenantes. Historiquement, la performance a été appréhendée sous un prisme essentiellement financier, mettant en avant des indicateurs tels que la rentabilité, la productivité ou encore la croissance du chiffre d'affaires (Kaplan & Norton, 1992). Cette approche, bien qu'efficace pour mesurer les résultats économiques à court terme, s'est progressivement révélée insuffisante face aux évolutions du rôle de l'entreprise dans la société. ...
... Porter's (2008) five forces model for strategy offered a new way to think about strategy. The Balanced Scorecard (BSC) (Kaplan and Norton 1992) was purposely established so as to help organisations move away from a reliance on historical data and to incorporate a future perspective of the value that could be expected to be created. So, the future has a dual role in the BSC. ...
... Qualitative methods involve case studies (Yin, 2003), focus groups (Morgan, 1997), self-assessment and peer review (Massy, 1996), and SWOT analysis (Pickton & Wright, 1998). Integrated approaches, such as the balanced scorecard (Kaplan & Norton, 1992) and performance frameworks like EFQM (Evans, 2004), provide comprehensive evaluations. ...
The rapid advancement of digital technologies has necessitated innovative leadership approaches to enhance institutional performance and maintain competitiveness. Creative leadership plays a crucial role in navigating the complexities of digital transformation by fostering an environment of innovation, adaptability, and continuous learning. This study examines the impact of creative leadership on institutional performance within the context of digital transformation at Qatar University. Through a systematic review, the research explores how creative leadership influences the adoption of digital transformation strategies and their subsequent effects on institutional efficiency and effectiveness. The study highlights key initiatives at Qatar University, including partnerships with Coursera and Google Cloud, to enhance digital learning and faculty development. Findings suggest that creative leadership facilitates a culture of innovation, supports digital engagement, and strengthens industry-academia collaboration, ultimately contributing to improved institutional performance. The study offers theoretical insights into the relationship between creative leadership and digital transformation while providing practical recommendations for higher education institutions seeking to optimize their leadership strategies in the digital era.
... They are necessary for an institution to achieve its mission (Ceni et al. , 2016). Kaplan and Norton (1992) corroborate that performance measurements provided by indicators need to scrutinize information and compare it, substantiated by goals or in comparison with the market. Anthony and Govindarajan (2002) cover the use of parameters, which should not only pay attention to the financial references that present the consequences of the decisions taken, but also view non-financial parameters, which are formidable metrics of future performance. ...
Objective: The objective of this study was to propose a generic model of performance indicators (PIs) for Reverse Logistics Systems (RLS), investigating four topics of interest: Quantities of products produced; Estimates of product lifespan; Predilections for disposal/destination of these wastes by consumers; and Quantities of waste returned by the RLS versus environmental requirements of the products. Theoretical Framework: This topic highlights the presentation of a compilation of RLS PIs extracted from the literature, classified into different categories, containing their respective calculation metrics.. Method: The methodology adopted comprises a combined qualitative/quantitative approach involving bibliographic research and data collection via Survey, targeted at representatives of the nine RLS with national coverage covered in the research. Results and Discussion: The construction of the results involved the compilation and analysis of feedback from the RLS managers, as well as the topics of interest of the research, revealing categories of PIs not previously used by the referred RLS and culminating in the presentation of the proposal for a model applied to the Brazilian context. Research Implications: The practical and theoretical implications of the presented proposal foster a more holistic view of the topic, revealing a myriad of possibilities for direction and improvements in this area. Originality/Value: This study contributed to the literature by expanding the understanding of variables involved in the RL problem. The relevance and value of this research are evidenced by listing different IDs for SLR, thus providing input for direction and development of improvement strategies.
... In organizational scenarios, traditional solutions for modeling Performance Measurement and Monitoring (PMM) systems were used to take merely an economic and financial perspective, until more structured approaches, such as Balanced Scorecards [40], introduced also non-strictly financial aspects in performance management [89]. In this context, indicators have been introduced as a way to model PMMs in a more structured manner and with a more comprehensive scope than traditional ones. ...
Performance Indicators and metrics are essential management tools. They provide synthetic objective measures to monitor the progress of a process, set objectives and assess deviations, enabling effective decision making. They can also be used for communication purposes, facilitating the sharing of objectives and results, or improving the awareness on certain phenomena, thus motivating more responsible and sustainable behaviors. Given their strategic role, it is of paramount importance, as well as challenging, to guarantee that the intended meaning of an indicator is fully shared among stakeholders, and that its implementation is aligned with the definition provided by decision makers, as this is a precondition for data quality and trustworthiness of the information system. Formal models, such as ontologies, have been long investigated in the literature to address the issues. This paper proposes a comprehensive survey on semantic approaches aimed to specify conceptual definitions of indicators and metrics, illustrating also the advantages of these formal approaches in relevant use cases and application domains.
Proposto em 1992, o Balanced Scorecard foi apresentado como uma ferramenta voltada aos executivos visando a um melhor gerenciamento, se tornando um modelo altamente aderido ao redor do mundo e desde então vem sendo objeto de investigação. Frente a importância da ferramenta no campo da contabilidade gerencial, este estudo tem como objetivo principal analisar a produção acadêmica do período de 2011-2020 a respeito do BSC a fim de identificar suas características e os possíveis avanços e tendências. Foi realizado estudo bibliométrico nas pesquisas em contabilidade em âmbito internacional disponíveis na base de dados Scopus a respeito do BSC. Para isso, foi utilizado o pacote Bibliometrix no R como ferramenta de auxílio na análise de dados. Um total de 897 publicações, no período de 2011 a 2020 foram analisadas. Foram investigadas as características da produção científica na área. Foi possível identificar, através da análise dos resultados, o teor e a evolução das pesquisas que envolvem BSC e, por fim, indicar as lacunas de conhecimento e as possíveis temáticas para pesquisas futuras sobre o tema.
This study explores how sustainability issues are integrated into management systems, with a focus on small and medium enterprises (SMEs) in the agricultural sector. The research, adopting a systems perspective, proposes a new conceptual framework that addresses business sustainability tensions through a systematic approach while also considering the configuration of management control systems. Through an in-depth case study, the study examines the roles of sustainability management systems (SMSs) in incorporating sustainability into business strategy and operations. The findings reveal that effectively integrated SMSs not only support organizational alignment with sustainability goals but also foster innovation, competitive advantage and long-term value creation. This study contributes to the literature on SMSs emphasizing the importance of a holistic approach to embedding sustainability in business practices, particularly within the under-researched context of agricultural SMEs.
The Balanced Scorecard (BSC) is a strategic management framework introduced by Kaplan and Norton in 1992 to address the limitations of traditional performance measurement systems. It integrates financial and non-financial performance measures across four perspectives—financial, customer, internal processes, and learning and growth. Over three decades, the BSC has evolved into a comprehensive strategic tool adopted across industries and sectors worldwide. While its adaptability and integrative approach are strengths, criticisms include challenges in implementation, assumed cause–effect relationships, and relevance in decentralized organizations. Future research should investigate cultural adaptation; the incorporation of environmental, social, and governance metrics; and advancements driven by artificial intelligence to maintain ongoing relevance.
The relationship between employee costs and organizational financial performance has been
widely studied in human resource management and financial economics (Becker & Gerhart,
1996; Huselid, 1995). This research examines the impact of employee costs on sales revenue
using BMW as a case study. By analyzing financial data from 2017 to 2024, we investigate
whether variations in employee benefit expenses significantly influence the company’s
revenue performance. Utilizing robust statistical methods, this study identifies potential
correlations between human resource expenditures and organizational financial outcomes.
The findings contribute to the existing literature by offering a data-driven model that explains
the dynamics between workforce investment and business profitability (Delery & Doty,
1996). Moreover, the study provides strategic insights for corporate decision-makers,
emphasizing the role of efficient HR cost management in driving revenue growth (Barney,
1991).
Goals Performance measurement is a process used to assess the extent to which an individual or organization has achieved the goals that have been set. Existing research explains the relationship between price, promotion, satisfaction, and loyalty, but many aim to explore one aspect without considering the dynamics of the interaction between price and promotion. In some contexts, lower prices are not always matched by high levels of satisfaction, indicating the need for further research. The Balanced Scorecard method can also be used to measure company performance. PT Dunkin Donat is a private company operating in the well-known food and beverage sector. To be able to have an advantage in rapid business competition, PT Dunkin Donat Unggul needs to have an appropriate performance measurement system framework. The following are the research results: 1). Service: The service provided by Dunkin Donuts is considered quite good for consumer needs, 2). Facilities: the facilities provided to consumers are considered quite good in terms of cleanliness and comfort, 3). Menu: the menu served by Dunkin Donuts is quite good because there are various types of menus that suit consumer tastes, dan 4). Appearance: the appearance of Dunkin Donuts employees is quite good because they look attractive so that consumers feel comfortable.
Manufacturing sector is salient to the Kenyan economy, with a total workforce of 13% in the formal sector and 1.4 million labour-force in the informal sector. Despite the significance, its contribution to the regional market is low at 7% export and GDP remains stagnant at 10% since 1960s. This has raised the concerns about Kenyan manufacturing sector's performance in relation to effectiveness. Previous studies in Kenya have focused on strategic human resource management practices and firm performance. While the HRM practices-firm effectiveness relationship is key to the growth of any sector, no research has been undertaken in consumer goods manufacturing firms in Kenya. The main objective was to establish the HRM practices-Effectiveness relationship in consumer goods manufacturing firms in Kenya. Drawing from Resource Based theory, it was conceptualized that the independent and dependent variables are HRM practices; and firm effectiveness respectively. A cross sectional survey design and population of 65 firms were used. It was a census study with response at 76.9%. The results revealed that there is significant association between HRM practices and firm effectiveness with most significant association being on material incentives and firm effectiveness with R 2 of 66.9% (β=.303, p<0.01), indicating that material incentives account for 30.3% of variance in effectiveness. R 2 increase was 46.2% (β=.509, p<0.01) implying a unit rise in HR practices enhances firm effectiveness increase with HRM practices by .509. Conclusions are that among the firms, HRM practices predict firm effectiveness. It is recommended that the firms' efforts should be directed on HRM practices in order to enhance firm effectiveness. Contrary to prior research, this study has revealed that HRM practices, affect firm effectiveness. Other performance indicators and designs may be considered in future.
This study aims to analyze the influence of the Balanced Scorecard (BSC) dimensions (financial, customer, internal processes, and learning and growth) on Total Quality Management (TQM), with sustainability performance as a mediating variable. The study utilized a cross-sectional survey method, distributing 400 questionnaires to employees in the service projects in KSA. Out of these, 340 questionnaires were deemed valid for final analysis. Data analysis was conducted using the SmartPls program. The study found that all BSC dimensions, except for the learning and growth dimension, had a negative direct effect on TQM, and the BSC dimensions through sustainability performance positively affected TQM, except for the learning and growth dimension. The main contribution of the research is to identify the BSC dimensions that best predict TQM in service projects in Saudi Arabia. The extended model test shows that sustainability performance is a good mediator in the causal relationship between the BSC dimensions and TQM. Future research can validate these findings in projects such as capital construction and industrial projects using a longitudinal survey design. Organizations can apply these research findings by leveraging the Balanced Scorecard as a management framework for predicting and improving TQM. by the authors; licensee Growing Science, Canada. 5 © 202
This study looked into how employees' performance in a Kogi State public sector organization was affected by conflict management. The survey research design was used in this investigation. There were 100 responders in all were chosen for the study by the use of stratified sampling. A survey was employed to gather primary data. Descriptive statistics were used to assess the acquired data. Regression analysis and the correlation coefficient were used to examine the hypotheses. The results showed that an organization's conflict management system affects employee performance inside the company and that successful conflict management improves employee performance within the organization. In order to foster a positive work environment and ensure that there is effective communication between all employee categories within the organization, it was suggested that the organization start training and retraining its staff in conflict management. As a result, there will be less conflicts within the company.
Das Thema Mobile Advertising beinhaltet das Versprechen, dass es spannend wird. Warum? Wir begegnen einem der wohl konfliktgeladensten Themenfelder, die es nicht nur im Marketing, sondern auch in Disziplinen wie Geschäftsmodelldesign, Marktforschung, Datenmanagement und -schutz gibt. Wem gehören personenbezogene Daten und wer hat ein Recht, diese zu erheben, zu nutzen und zu monetarisieren? Wir wollen daher dieses Konfliktfeld mit einer einzelnen Frage umreißen:
Was kann, darf und soll (Mobile) Marketing?
У статті досліджено актуальні питання оцінювання інтелектуального капіталу. Акцентовано увагу на розгляді КМ-орієнтованої економіки знань, визначенні місця інтелектуального капіталу в ринковій вартості компанії, поширенні використання у бізнес-процесах штучного інтелекту. Розроблено «АІ+» модель інтелектуального капіталу, яка є відображенням синергетичного ефекту узгодженої взаємодії його структурних елементів,
що формує переваги у створенні додаткової вартості, з виділенням складових, інструментів, функціоналу АІ.
Доведено значення інтегральної оцінки інтелектуального капіталу з урахуванням комплексу чинників бізнес-
середовища при виборі методичного інструментарію оцінювання. Розроблено концептуальну інтелект карту
механізму оцінювання інтелектуального капіталу в умовах КМ-орієнтованого бізнес-середовища з врахуванням наявних технологічних інструментів штучного інтелекту.
This study explores the role of the Balanced Scorecard (BSC) as a strategic framework in improving operational efficiency. Through a comprehensive literature review of relevant research published between 2019 and 2024, this study examines how BSC implementation affects various aspects of organizational performance. The findings indicate that BSC provides organizations with a more holistic approach to performance measurement by integrating four key perspectives: financial, customer, internal processes, and learning and growth. The research demonstrates that companies implementing BSC show significant improvements in internal process management, customer satisfaction, and employee development, leading to enhanced operational efficiency. Furthermore, organizations utilizing BSC are better positioned to adapt to market changes and maintain long-term sustainability through balanced consideration of both financial and non-financial metrics..
Environmental considerations are increasingly critical for corporate sustainability and success. While businesses integrate environmental management into their strategies, the practical implementation of environmental management control systems, or “eco-control,” remains underexplored. This paper examines the conditions necessary for effectively integrating carbon footprint requirements and regulatory codes into eco-control systems. We articulate the importance of environmental performance objectives in addition to traditional performance objectives as core values of control management. Additionally, we highlight the pivotal role of environmental management controllers in aligning environmental sustainability with traditional business objectives. By measuring greenhouse gas emissions and developing strategies that are both economically viable and environmentally sound, controllers embed environmental objectives into core business processes. Despite challenges like capturing indirect emissions and the lack of standardized reporting methods, they have the potential to make sustainability a strategic component of corporate management. Future research should focus on enhancing their role by developing better tools and standardized methodologies for measuring environmental performance.
In today's work landscape, particularly in tech-centric environments, job satisfaction is a critical factor for organizational success. The intersection of technology and work has reshaped traditional workplace paradigms, introducing obstacles that can undermine job satisfaction. Long working hours, tight deadlines, and the pressure to keep up with ever-changing technologies have contributed to work-life imbalances, leading to employee burnout and disengagement. This chapter, through descriptive research, explores actionable strategies aimed at enhancing job satisfaction in fast-paced, technology-driven workplaces. It delves into the unique challenges and dynamics of these environments and seeks to identify strategies that promote work-life balance, teamwork, continuous learning, recognition, and autonomy. By cultivating a positive workplace culture where employees feel valued, engaged, and appreciated, the chapter provides insights into how organizations can create thriving work environments.
Karl R. Popper translated the core idea of critical rationalism to a managerial context when advocating the searching for and learning from mistakes as part of professional ethics. This paper builds on the conjecture that adopting a critical rationalist perspective contributes to advancing management control toward empirical foundation, scrutiny, and continuous learning. Based on the work of critical rationalist Hans Albert, three core components of results controls – namely cause-effect relations, provision of incentives, and accountability – are analyzed for potential obstacles for active testing and learning from mistakes. The impediments identified can be condensed into three types: cognitive limitations, self-interested behavior, and structural properties of results controls, including inherent assumptions about managerial behavior and situational conditions. The findings contribute to management control in various respects – from a more practical side toward means for counteracting the obstacles against a critical rational approach; conceptually, findings indicate so far underdeveloped issues in management control, such as learning on incentivization. Moreover, the analysis reveals that the critical rationalist approach may pose particular challenges for management control and organizational members, as it inherently may impose frequent changes and uncertainty.
This chapter examines the implications of the smart and sustainable firm concept for management control systems. Through a comprehensive literature review and critical analysis, we explore how traditional management control—including management accounting, strategic control, organizational control, relational control and risk control—functions within this new business paradigms. Our aim is to examine whether existing tools remain effective and to identify potential limitations. The integration of smart technologies and sustainability significantly transforms the dimensions of management control. A smart and sustainable firm creates shared value through the strategic use of technology, balancing economic, environmental and social objectives with a long-term perspective. This requires the use of multidimensional tools and continuous monitoring systems that incorporate real-time and predictive data to manage change and adapt to evolving conditions. In addition, the chapter emphasizes the need for agile and adaptive organizational structures and the role of informal controls, such as cultural and relational mechanisms, in fostering collaboration within ecosystems. We also highlight the importance of proactive risk control to address sustainability-related risks and the challenges posed by smart technologies.
In this chapter, we review the national and international literature on management control, tracing its evolution and definitions over time. In particular, we focus on the systemic conception of management control, which defines it as a multidimensional system. Drawing on the work of Italian scholars, we analyse the main dimensions of management control systems: management accounting, strategic control, organizational control, relational control and risk control. While recognising the value of studying these subsystems individually, we emphasize the critical importance of their interfaces and interrelationships. In this context, we present a comprehensive model of the management control system, widely validated in the Italian literature, which highlights key components such as the organizational control structure, the information-accounting structure, the technical-IT structure and the control process. This model provides a coherent framework that ensures an integrated and effective approach to guiding the organization towards its objectives and monitoring performance.
In this chapter, we propose a new approach to management control that is tailored to the complexities of smart and sustainable firms. Building on a traditional model from the Italian literature, that identifies the key components of the management control system—organizational control structure, information-accounting structure, technical IT-structure and control process—we provide insights into how these elements evolve and interact in this new context. At the hearth of our model is an advanced information system supported by smart technologies. This system consolidates vast amounts of accounting and non-accounting data enabling real-time access to financial and nonfinancial information. Its adaptability to evolving information needs allows simultaneous measurement of economic, environmental and social performance, while facilitating resources and data sharing with stakeholders. The information system also influences the organizational structure, which becomes agile and adaptive, adjusting to real-time changes. Additionally, the control process is closely integrated with the organizational structure, shaping outcomes and guiding behaviour towards smart and sustainable goals. The chapter illustrates how this control framework can effectively guide smart and sustainable firms to achieve their goals, providing an intuitive approach that supports decision-making in a rapidly changing environment.
In the rapidly evolving global business landscape, organizations face increased pressure to innovate continuously and transform strategically in response to shifting markets, technological advancements, and heightened competition. Strategic innovation and organizational transformation are critical drivers of sustainability and growth. This paper explores the intersection of strategy, innovation, and transformation, highlighting key frameworks and methodologies that organizations adopt to navigate these challenges[12]. The study delves into contemporary approaches, offering insights into how companies align innovation and strategy for effective transformation. Through a comprehensive literature review and conceptual framework, this research identifies the factors influencing the success of strategic innovation initiatives and suggests ways to mitigate the risks associated with transformative change. Lastly, the paper proposes future directions for research and practice in this evolving domain.
هدفت هذه الدراسة إلى استكشاف تأثير استخدام بطاقة الأداء المتوازن المستدامة في العلاقة بين أساليب إدارة التكلفة الاستراتيجية والأداء الاستراتيجي للشركات الصناعية المساهمة العامة الأردنية عن طريق تسليط الضوء على أهم التقنيات الإدارية والمحاسبية الحديثة التي تستخدمها الشركات الصناعية المتقدمة في إدارة تكاليفها ومتابعة تنفيذ الإجراءات التصحيحية والوقائية اللازمة لتعزيز جوانب القوة ومعالجة جوانب القصور في أدائها الاستراتيجي، تكون مجتمع الدراسة من جميع العاملين في الشركات الصناعية المساهمة العامة الأردنية، ولتحقيق أهداف الدراسة تم تطوير استبانة وتوزيعها على (205) من الأفراد العاملين في الشركات الصناعية المساهمة العامة الأردنية، وقد تم استعادة (158) استبانة، كان منها 146)) صالحة للتحليل، ولغاية اختبار الفرضيات تم استخدام نموذج المعادلة الهيكلية PLS-SEM)).
توصلت الدراسة إلى وجود تأثير لاستخدام بطاقة الأداء المتوازن المستدامة في العلاقة بين أسلوب إدارة الجودة الشاملة والأداء الاستراتيجي للشركات الصناعية المساهمة العامة الأردنية، كما أظهرت نتائج الدراسة عدم وجود تأثير لاستخدام بطاقة الأداء المتوازن المستدامة في العلاقة بين أساليب إدارة التكلفة الاستراتيجية الأخرى المتمثلة في (التكلفة المستهدفة، القياس المقارن) والأداء الاستراتيجي للشركات الصناعية المساهمة العامة الأردنية. وبناءً على نتائج هذه الدراسة توصل الباحثان إلى العديد من التوصيات كان أهمها: ضرورة قيام الجهات المعنية في الشركات الصناعية المساهمة العامة الأردنية بتعزيز تطبيق أساليب إدارة التكلفة الاستراتيجية لديها، خاصة أسلوب التكلفة المستهدفة، لما له من تأثير إيجابي على استخدام بطاقة الأداء المتوازن المستدامة بالإضافة إلى إعادة النظر في تطبيق أسلوب القياس المقارن، والعمل على تطويره ليكون أكثر فاعليّة في دعم استخدام بطاقة الأداء المتوازن المستدامة وتحسين الأداء الاستراتيجي
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