Applying the Balanced Scorecard approach in teaching hospitals: a literature review and conceptual framework

2012 ◽  
Vol 28 (2) ◽  
pp. 181-201 ◽  
Author(s):  
Annarita Trotta ◽  
Emma Cardamone ◽  
Giusy Cavallaro ◽  
Marianna Mauro
Keyword(s):  
Literature Review ◽  
Conceptual Framework ◽  
Balanced Scorecard ◽  
Teaching Hospitals ◽  
The Balanced Scorecard

scholarly journals The Balanced Scorecard: the illusion of maximization without constraints

2012 ◽  
Vol 2 (1) ◽  
pp. 10-15
Author(s):  
Morten Jakobsen ◽  
Rainer Lueg
Keyword(s):  
Literature Review ◽  
Organizational Performance ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Analytical Study ◽  
Leading Indicators ◽  
Financial Indicators ◽  
Financial Success ◽  
The Balanced Scorecard ◽  
Overall Performance

The Balanced Scorecard (BSC) claims to maximize organizational performance through the management of different perspectives (e.g., financial, customers, internal processes, learning & growth). Most of the chosen measures are usually non-financial, as they are supposedly leading indicators of financial success. The developers of the BSC Kaplan and Norton see these perspectives as related, but not as linked to each other by accounting logic. Moreover, Kaplan and Norton recommend cascading the BSC across the organization by breaking up the BSC into sub-targets for each organizational unit.Inevitably, this can lead to situations where actors in an organization focus on a subset of non-financial indicators. In their attempt to maximize these indicators, unit-egoism may lead to sub-optimal overall performance of the organization. This is because the link from non-financial indicators at lower levels of the organization to the overall financial goals have been disjoined. This problem, however, has been largely ignored in the BSC-literature. Therefore, this paper addresses the rationality and limits inherent in the usage of multiple performance measures. For this, we conduct an analytical study based on a literature review.

scholarly journals Balanced Scorecard in Universities

2018 ◽  
Vol 10 (4) ◽  
pp. 57-83
Author(s):  
Justyna Fijałkowska ◽  
Cidalia Oliveira
Keyword(s):  
Literature Review ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Public Management ◽  
New Public Management ◽  
Value Added ◽  
The Balanced Scorecard ◽  
New Managerialism ◽  
New Public ◽  
Transparency And Accountability

Abstract Objective: Performance measurement and reporting leading to greater transparency and accountability of universities have become a challenging issue. Increasingly, universities have been required to provide performance indicators—empirical evidence of their value creation — to the different group of stakeholders. One of the approaches that may be applied by universities is the Balanced Scorecard (BSC). The objective of this paper is to indicate the BSC as a useful tool for the evaluation of the universities’ performance. Methodology: This study is based on the following research methods: descriptive, deductive, and the literature review. It refers also to case studies that are quoted in the context of their practical BSC application experience and it presents the pioneer approach of California University in BSC adoption. The rationale of this paper follows the principal-agent theory that is a foundation of the accountability concept. It refers also to the new managerialism, new public management, and entrepreneurial university. Findings: Based on the literature review concerning the analysis of the examples of universities implementing BSC, this paper argues that BSC provides a framework for the performance measurement that allows for the increased transparency and accountability of these institutions. Value added: The pioneer BSC framework presented in this paper can be used as the basis for the development of general performance measurement in universities. Recommendations: It is recommended that the universities that want to boost their transparency and be accountable for their outcomes apply and develop the BSC framework to which we refer to in this paper.

The balanced scorecard and the construction of a management control discourse

2014 ◽  
Vol 10 (4) ◽  
pp. 466-485 ◽  
Author(s):  
Will Seal ◽  
Linna Ye
Keyword(s):  
Conceptual Framework ◽  
Critical Discourse Analysis ◽  
Balanced Scorecard ◽  
Management Control ◽  
Critical Discourse ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Organizational Action ◽  
The Impact

Purpose – The purpose of this paper is to synthesise a pragmatic constructivist view of management control and a critical discourse perspective on organizational action. These theories are deployed to build a conceptual framework that can be used to interpret the construction of a management control discourse in specific empirical situations. The framework is deployed to show how, in a particular instance, the balanced scorecard (BSC) can be seen as impacting on organizational action and success/failure. Design/methodology/approach – The paper develops a theoretical framework for management control which is used to interpret a case study of a BSC implementation in a major bank. Findings – The paper reports on a case study of a major bank where the BSC changed actors’ perceptions and actions. Although the bank avoided some of the worst excesses of pre-Credit Crunch delinquency, other problems such as misselling suggest that the BSC’s impact on organizational success/failure was ambiguous. The BSC may have improved organizational coordination but long-standing values based on a bonus culture contributed to long-term commercial problems. Research limitations/implications – With mainstream researchers on the BSC lacking a conceptual basis that explains the communicative impact of the BSC and interpretive researchers focusing on the role of rhetoric in spreading the BSC amongst practitioners, then the conceptual framework in this paper suggests a way of synthesising mainstream and interpretive research on the BSC. Originality/value – The originality of the paper lies in its application of pragmatic constructivism and critical discourse analysis to interpret and explain the impact of the BSC in a particular organizational setting.

scholarly journals How are strategy maps linked to strategic and organizational change? A review of the empirical literature on the balanced scorecard

2014 ◽  
Vol 11 (4) ◽  
pp. 439-446 ◽  
Author(s):  
Rainer Lueg ◽  
Pernille Julner
Keyword(s):  
Organizational Change ◽  
Literature Review ◽  
Balanced Scorecard ◽  
Empirical Studies ◽  
Empirical Literature ◽  
Sustainable Change ◽  
Strategy Maps ◽  
The Balanced Scorecard ◽  
Strategy Map ◽  
The Common

Proponents of the Balanced Scorecard (BSC) emphasize that the BSC translates strategy into action, but that Strategy Maps are a crucial mean to sustainable change. This literature review investigates how Strategy Maps are linked to strategic and organizational change. We aim at a better understanding of BSC implementations, gaps in practice, as well as remedies. Built upon the theoretical framework of Kaplan and Norton, we conduct a systematic literature review of initially 332 empirical studies between 1992 and 2013. We find that only 15 studies have dealt with the topic of Strategy Maps. Yet, BSC implementations that actually use Strategy Maps appear to be rather successful. Strategy Maps induce sustainable change, foster a better understanding of the BSC, facilitate evaluations of the external environment, create greater commitment, lower resistance, and are superior to a stand-alone BSC in communicating strategy. Nevertheless, we identify the common measure bias as a usual pitfall that leads to inappropriate evaluations of lower-level actors. We assert that BSC implementations need a Strategy Map to be successful. We also highlight that there has been only little research on the topic, and that present findings might be inconclusive due to the confined range of methodology (single-organization case studies).

scholarly journals El Cuadro de Mando Integral como herramienta para gestores deportivos: un acercamiento desde el béisbol cubano

2020 ◽  
pp. 7-16
Author(s):  
IN. Ramos Acevedo ◽  
AD. Madrigal Castro ◽  
O. González Quesada ◽  
RW. Figueredo Toledano ◽  
Y. Rodríguez-Gallo Martínez ◽  
...  
Keyword(s):  
Literature Review ◽  
Social Responsibility ◽  
Balanced Scorecard ◽  
The Balanced Scorecard ◽  
New Horizons ◽  
The Social ◽  
Control Management

El estudio de la Administración como ciencia y su contextualización en el terreno deportivo, es determinante en la actualidad para el éxito de los gestores deportivos. Si, con anterioridad, solo eran tenidos en cuenta determinados indicadores de juego en la evaluación del resultado de un equipo, hoy se abre el horizonte a otras perspectivas. Tal es el caso del empleo del Cuadro de Mando Integral (CMI), el cual se ha convertido poco a poco en herramienta para traducir la estrategia en acciones y para el control de la gestión en estas organizaciones. Su uso permite combinar la evaluación de resultados deportivos con aspectos como la motivación o preparación de atletas y técnicos; la percepción o satisfacción de los aficionados; el cumplimiento de la responsabilidad social, o los resultados financieros. Este artículo es fruto de las reflexiones, experiencias y revisión de la literatura, con un acercamiento al contexto del béisbol cubano. The study of Management as a Science and its contextualization in the sport field is essential at present for the success of the sport managers. Previously only certain kinds of game indicators were considered in the evaluation of the team results but today new horizons are opened to other perspectives. The use of the Balanced Scorecard as a tool to translate the strategy into actions and also for the control management in the organizations has been extended all over the sport world. It also enables the control and evaluation of some aspects as the motivation and the preparation of the athletes and technicians, the perception and the satisfaction of the fans, the fulfillment of the social responsibility or the financial results. This article is the result of some reflections, experiences and the literature review, allowing an approach to the current Cuban baseball context.

The balanced scorecard as a tool for environmental management

2017 ◽  
Vol 28 (3) ◽  
pp. 332-349 ◽  
Author(s):  
Sónia Monteiro ◽  
Verónica Ribeiro
Keyword(s):  
Environmental Management ◽  
Public Sector ◽  
Literature Review ◽  
Private Sector ◽  
Balanced Scorecard ◽  
Environmental Issues ◽  
Environmental Indicators ◽  
Content Type ◽  
The Balanced Scorecard ◽  
The Public

Purpose The purpose of this paper is to present the different possibilities set out in the literature for the integration of environmental issues into the balanced scorecard (BSC), not only in the private sector but also in the public sector, emphasizing the need to adapt the original model of the BSC to public entities. Design/methodology/approach Literature review, both theoretical and empirical. Findings As in the private sector, the literature is not unanimous regarding the integration of environmental indicators into an independent perspective. The implementation of Kaplan and Norton’s model in the public sector, taking into consideration the environmental variable, requires double attention: on the one hand, because it is necessary to adapt it to the specificities of public entities, and on the other hand, because its environmental aim is different from and wider than that of the private sector Originality/value This study adds to the international research on environmental management by providing the state of the art of the integration of environmental issues into the BSC, particularly in the public sector, where literature review and empirical evidence is still relatively limited.

scholarly journals Balanced Scorecard: Literature Review and Implementation in Organization

2021 ◽  
Vol 13 (1) ◽  
pp. 111
Author(s):  
Deni Ahmad Taufik ◽  
Humiras Hardi Purba ◽  
Hasbullah Hasbullah
Keyword(s):  
Decision Making ◽  
Literature Review ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Strategy Implementation ◽  
Sustainable Growth ◽  
Business Strategies ◽  
Management Technique ◽  
The Balanced Scorecard ◽  
Component Selection

The balanced scorecard is a formal management technique for developing, implementing, and managing business strategies. It isn't easy to ascertain the technique's success. Most of the literature on its implementation is put out by those with a vested interest in its success as a commercial product. Much has been written about barriers to strategy implementation but not specifically to implementing a balanced scorecard. The literature review in this paper shows that studies on BSC implementation in corporate organizations focus on improving organizational performance, assisting in decision making, assisting in component selection, evaluating production and learning and sustainable growth. This paper provides benefits for further research to add to the literature and understanding of the implementation of the Balanced Scorecard in any organization.

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