Relevant bibliographies by topics / Balanced Score Card

Academic literature on the topic 'Balanced Score Card'

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Published: 4 June 2021
Last updated: 25 May 2024

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Journal articles on the topic "Balanced Score Card"

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Töpfer, Armin, Gerhard Lindstädt, and Kati Förster. "Balanced Score Card." Controlling 14, no. 2 (2002): 79–84. http://dx.doi.org/10.15358/0935-0381-2002-2-79.

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Gaytán Cortés, Juan. "Análisis financiero bajo Balanced Score Card." Mercados y Negocios, no. 31 (February 3, 2016): 115–26. http://dx.doi.org/10.32870/myn.v0i31.4300.

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Bidayati, Utik. "Tinjuan Konseptual Aplikasi Balance Score Card Pada Perusahaan UMKM." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 1, no. 1 (December 1, 2017): 44–49. http://dx.doi.org/10.31842/jurnal-inobis.v1i1.16.

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Keselarasan tujuan organisasi dan individu dalam organisasi sangat penting untuk dapat meningkatkan kinerja organisasi. Pengukuran kinerja dalam strategi organisasi dapat dilakukan dengan berbagai cara, diantaranya dengan menggunakan Balance Score Card. Balanced Scorecard merupakan salah satu ukuran kinerja alternatif yang bertujuan untuk menggabungkan ukuran kinerja keuangan dan non keuangan. Diinspirasi oleh Kaplan dan Norton, konsep ini dikembangkan dalam empat perspektif yaitu keuangan, pelanggan, proses internal serta pembelajaran dan pertumbuhan. Tulisan ini membahas bagaiman melakukan penilaian kinerja dengan menggunakan balanced scorecard. Keywords: Penilaian kinerja; balanced scorecard; sistem manajemen strategi
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D. Sasikala, D. Sasikala, and Dr M. Anbalagan Dr. M. Anbalagan. "Impact of Brand value Balanced Scorecard – Brand Score card." Indian Journal of Applied Research 3, no. 5 (October 1, 2011): 50–52. http://dx.doi.org/10.15373/2249555x/may2013/131.

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Mubarok, Ade Ahmad, Wiwi Uswatiyah, Iim Wasiman, and Uyun Supyan. "Balanced Score Card (BSC) dan Kembalian Pendidikan." Reslaj : Religion Education Social Laa Roiba Journal 4, no. 1 (July 2, 2021): 98–117. http://dx.doi.org/10.47467/reslaj.v4i1.420.

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This study aims to analyze the balanced score card model in realizing quality schools, starting from strategies, implementation roadmaps, to measuring the success of quality schools. The research method used is an exploratory study to formulate the BSC concept in high school quality management. As a result, the strategy to improve the quality of education in high school starts from the formulation of the school's vision and mission, analysis of the internal and external environment with a SWOT analysis approach and BSC-based which produces information strengths, weaknesses, opportunities, and threats for high school. SMA targets and strategies are implemented properly so that the high school targets are in accordance with the vision and mission and the established strategies have been implemented properly according to the needs of the community. To ensure sustainable quality, the formulation of strategic management needs to be adapted to the dynamics of the development of the internal and external environment of the school concerned..
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Mubarok, Ade Ahmad, Wiwi Uswatiyah, Iim Wasiman, and Uyun Supyan. "Balanced Score Card (BSC) dan Kembalian Pendidikan." Reslaj : Religion Education Social Laa Roiba Journal 3, no. 3 (July 2, 2021): 378–87. http://dx.doi.org/10.47467/reslaj.v3i3.420.

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This study aims to analyze the balanced score card model in realizing quality schools, starting from strategies, implementation roadmaps, to measuring the success of quality schools. The research method used is an exploratory study to formulate the BSC concept in high school quality management. As a result, the strategy to improve the quality of education in high school starts from the formulation of the school's vision and mission, analysis of the internal and external environment with a SWOT analysis approach and BSC-based which produces information strengths, weaknesses, opportunities, and threats for high school. SMA targets and strategies are implemented properly so that the high school targets are in accordance with the vision and mission and the established strategies have been implemented properly according to the needs of the community. To ensure sustainable quality, the formulation of strategic management needs to be adapted to the dynamics of the development of the internal and external environment of the school concerned..
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Arora, Ravi. "Implementing KM – a balanced score card approach." Journal of Knowledge Management 6, no. 3 (August 2002): 240–49. http://dx.doi.org/10.1108/13673270210434340.

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Brunner, Jürgen. "Die Balanced Score Card in der Pädiatrie." Pädiatrie & Pädologie 45, no. 6 (December 2010): 28–32. http://dx.doi.org/10.1007/s00608-010-0258-2.

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Nabilah, Nisrina. "IMPLEMENTASI BALANCE SCORE CARD PERSPEKTIF PENJAMINAN MUTU PENDIDIKAN ISLAM." Evaluasi: Jurnal Manajemen Pendidikan Islam 6, no. 2 (September 30, 2022): 363. http://dx.doi.org/10.32478/evaluasi.v6i2.1042.

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Abstract The orientation of this article is to investigate and examine more deeply the meaning of the balance score card, aspects of the balance score card and its implementation in the perspective of quality assurance of Islamic education. In this paper, the author tries to analyze more deeply and systematically in implementing new management strategies that can encourage quality improvement in institutions by using a balanced score card approach based on Islamic principles. The type of research in this article uses a library research approach in which data collection techniques are obtained from various primary references and secondary data which are then reduced and keyed. Research results: (1). Application of Balance Score Card in Islamic Education Quality that is balanced both financially (profit) and non-financially (non-profit), (2). Standardization of Performance Measures from the Perspective of the Balance Score Card (in terms of finance, customers, internal business processes and learning and growth). With a comprehensive performance measurement that does not only measure financial but combines financial and non-financial measures, educational institutions can carry out better organizational performance. Keywords: Balance Score Card; Quality Assurance; Islamic Education. Abstrak Orientasi artikel ini untuk menyelisik dan menelaah lebih dalam makna balance score card, aspek balance score card dan implementasinya dalam perspektif penjaminan mutu Pendidikan Islam. Dalam tulisan ini penulis mencoba menganalisis lebih dalam serta sistematis dalam menerapkan strategi manajemen baru yang dapat mendorong peningkatan mutu di lembaga dengan menggunakan pendekatan balance score card disandari dengan prinsip-prinsip Islam. Jenis penelitian dalam artikel ini menggunakan pendekatan Library research yang mana teknik pengumpumlan data diperoleh dari pelbagai referensi primer dan sekunder yang kemudian data direduksi dan disimpulkan. Hasil penelitian: (1). Penerapan Balance Score Card dalam Mutu Pendidikan Islam yang secara seimbang baik secara financial (profit) dan non-financial (non-profit), (2). Standarisasi Ukuran Keberhasilan Kinerja Perspektif Balance Score Card (dalam aspek keuangan, pelanggan, proses bisnis internal dan pembelajaran dan pertumbuhan). Dengan pengukuran kinerja yang komprehensif tidak hanya mengukur keuangan tetapi menggabungkan ukuran keuangan dan non-keuangan, lembaga pendidikan dapat menjalankan kinerja organisasi yang lebih baik. Kata Kunci: Balance Score Card; Penjaminan Mutu; Pendidikan Islam.
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Alipok, Armansyah, Nilawaty Yusuf, and Siti Pratiwi Husain. "Analisis Penilaian Kinerja Menggunakan Balance Score Card." Jambura Accounting Review 2, no. 2 (August 21, 2021): 110–22. http://dx.doi.org/10.37905/jar.v2i2.37.

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The research objective was to analyze the performance of drinking water depot in Gorontalo City by using a Balanced scorecard. The data were collected by using a quesionnaire. The data analysis applied descriptive analysis, which referred to the balanced scorecard indikator. The samples were 21 drinking water depots in Gorontalo city. The finding of research showed that the score in the balanced scorecard for the performance of drinking water depot in Gorontalo city was 81,39% which was in “minimum target” criteria, which meant the performance remained not in accordance with the expectation whether in the aspect of finansial or non finansial. The low finansial performance was the factor for the closing of lots of drinking water depot in Gorontalo city due to encountering problems in finansial and operational.
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Dissertations / Theses on the topic "Balanced Score Card"

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Барчук, М. Р. "Збалансована система показників (Balanced Score-card - BSC)." Thesis, Київський національний університет технологій та дизайну, 2017. https://er.knutd.edu.ua/handle/123456789/8157.

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Santos, José Francisco dos. "Mensuração de desempenho: uma proposta de melhoria à metodologia do "Balanced Score Card"." Pontifícia Universidade Católica de São Paulo, 2006. https://tede2.pucsp.br/handle/handle/1632.

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Made available in DSpace on 2016-04-25T18:40:17Z (GMT). No. of bitstreams: 1 Dissertacao JOSE FRANCISCO DOS SANTOS.pdf: 1244264 bytes, checksum: 4274c56389152d4c22e0edb76b4962ab (MD5) Previous issue date: 2006-05-11
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The present moment induces to the adoption, by the companies, of a system of performance management, which considers the market competitiveness and the strategies chosen by the companies, in order to achieve its objectives inside the market. The performance measures, when interrelate mission, strategy, targets and process analysis of the company, guided by the customer satisfaction on products and services provided, become a fundamental factor to manage the organizations. This dissertation has the objective of proposing an improvement of the model of process performance measurement based on the Balanced Score Card model, aimed to contribute on how to operating the model and, at the same time, present a simulation application of the model to an economic segment of business. This work, based on the theoretical system of BSC, presents a proposal of an improved model which aims, as from the adoption of the fifth perspective, the use of the critical success factors of the company, together with the use of the key sectors laid down by the Management by Objectives, identify and structure its strategic indicators; besides, it establishes routines of continual updating of that structure, considering the tactical and strategic feedback. The proposed model intends to be used by a company, belonging to the chemical distribution economic segment, inside the Brazilian market
O momento atual induz à adoção, pelas organizações, de um sistema de acompanhamento de desempenho que considere a competitividade do mercado e as estratégias estabelecidas pela empresa, para atingir seus objetivos neste mesmo mercado. As medidas de desempenho, ao associarem missão, estratégia, metas e análise de processos da empresa, dirigidas pela satisfação dos consumidores de seus produtos e serviços, tornam-se um fator fundamental para a gestão da organização. Esta dissertação tem o objetivo de propor um aprimoramento do Modelo de Medição de Desempenho de Processos, alicerçado no BSC Balanced Score Card , destinadas a contribuir para operacionalizar a implantação do modelo, e ao mesmo tempo, apresentar uma aplicação simulada do modelo melhorado para uma empresa de um setor econômico de negócios. Este trabalho, embasado na sistemática teórica do BSC, apresenta uma proposta de modelo aprimorado que objetiva, a partir da adoção de uma quinta perspectiva, do uso dos fatores críticos de sucesso da empresa, conjugado com a utilização dos setores-chave preconizados pela Administração por Objetivos, identificar e estruturar os seus indicadores estratégicos, além de retratar mecanismos de contínua atualização desta estrutura, considerando as revisões táticas e estratégicas. O modelo proposto é dirigido à implantação numa empresa do segmento econômico de distribuição de produtos químicos no mercado brasileiro
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Mallma, Cordero Juan Blas. "Balanced Score Card para optimizar el planeamiento estratégico para Maccaferri de Perú S.A.C. periodo 2016-2017." Bachelor's thesis, Universidad Ricardo Palma, 2018. http://cybertesis.urp.edu.pe/handle/urp/1458.

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El objetivo general de la investigación es demostrar como el balanced score card optimizará el planeamiento estratégico para Maccaferri de Perú S.A.C. periodo 2016-2017. Para la investigación el tipo de estudio fue descriptivo. Se utilizó el método deductivo-explicativo. Entre los resultados más importantes resaltan: que; la comunicación de estrategias en forma clara que proyecta ejecutar Maccaferri S.A.C para el periodo 2016-2017 influye significativamente en permitirle cumplir con su visión institucional The general objective of the research is to demonstrate how the balanced score card will optimize the strategic planning for Maccaferri of Peru S.A.C. 2016-2017 period. For the investigation, the type of study was descriptive. The deductive-explanatory method was used. Among the most important results stand out: that; The communication of strategies in a clear form that Maccaferri S.A.C plans to execute for the 2016-2017 period has a significant influence on enabling it to fulfill its institutional vision.
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Rezaei, Mona. "Combining Balanced Score Card and Data Envelopment Analysis for Analyzing the Performance of Small Scale Fisheries." Thesis, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/31892.

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The balanced scorecard (BSC) is an accepted methodology for putting strategy into action. The BSC provides a comprehensive performance measurement for an organization with respect to both financial and non-financial perspectives, including the triple bottom line of planet, people, and profit. Through various implementations to companies, organizations, and sectors, balanced scorecards have been used widely both for strategic purposes, as well as for more tactical focus for auditing current performance. BSC implementation is particularly adequate when integrated with the operational processes of the organization. The integration between the strategic plan and the financial and operational plans proceed via the business process model that covers the operational processes associated with the objectives of the organization in the strategy map. In this way, BSC is a tool for real-time monitoring of performance as well as providing the crucial linkage to the organization’s strategy that enables the proper implementation of the organization’s strategy. Data envelopment analysis (DEA) has been widely applied for measuring the efficiency of a specific decision-making unit (DMU) against a projected point on an efficiency frontier. DEA is therefore particularly suitable for measuring the organizational efficiency based on the BSC indicators, which are defined as Key Performance Indicators (KPIs). In the commercial fisheries sector, sustainable strategy of fisheries organizations can be gained by running the current operations more effectively, and by integrating processes enabling adaptation to change. The efficiency frontier of the DEA model can be used to calculate the efficiency of fisheries operations. The proposed research is undertaken as part of the Canadian Fisheries Research Network (CFRN) to investigate the application of BSC and DEA for defining commercial fisheries performance evaluation variables with respect to the objectives of environmental sustainability, economic viability, and social and cultural stability in compliance with, and in the absence of, performance monitoring alleged in the Fisheries and Oceans, Canada Integrated Fisheries Management Plans (IFMP). The combination of BSC-DEA methodologies is developed in this research as a required performance monitoring system suitable for IFMPs for analyzing the relative efficiency of commercial fisheries case studies across Canada towards incorporating best sustainable practices in the industry.
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Oyelakin, Tesleem Olanrewaju. "Improvement on performance evaluation for a service providing process (With specific focus on material availability, administrative assistance, service quality and opening hour)." Thesis, Linnéuniversitetet, Institutionen för maskinteknik (MT), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-24135.

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Improvement is an essential act for restricting increasing performance pressure in organizational activities. In this paper, a framework for carrying out performance measurement process in order to strengthen the balanced score card application is developed. The proposed framework is increased to 11 procedural steps with the modification of analytic hierarchy process methods (AHP) within the balanced score card (BSC) problem solving and continuous improvement. The framework was examined with a case study of city library in Sweden. The framework enabled the service providers’ as the decision maker to assess their performance on their service rendering with respect to customer requirement, identify key measures and select the most preferred and improvement means. The motivation for this proposed framework was evident of how the step 4 can be prioritized by addressing the measure to be taken that can lead the organization in improving their performance.
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Mokgatle, Dolly G. "Running Head: experiences of implementing the balanced score card - middle managers experiences of implementing the balanced scorecard at a public organisation in Botswana." Master's thesis, Faculty of Commerce, 2019. http://hdl.handle.net/11427/30850.

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This study aimed to explore the experiences of middle managers in the implementation of the Balanced Scorecard (BSC) at a public organisation in Botswana. The BSC is regarded as the most widely used tool in measuring organisational performance globally. The public organisation in Botswana has followed global best practice and implemented the BSC to measure organisational performance; however, the organisation is repeatedly unable to meet its set objectives. To gain an improved understanding of managers’ experiences of using the BSC, face-to-face, semi-structured interviews were conducted with eight middle managers at the public organization. Interview data were thematically analysed yielding five key themes: inconsistencies in training, the culture of the organisation, lack of communication, use of information technology and the disparity between individual and organisational performance. Based on the study findings, recommendations are offered to conduct needs analyses prior to introducing new systems, to assess the viability of such a system, and automating the balanced scorecard to reduce fatigue.
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Hannie, James. "A balanced score card perspective of the safety management of two exemplary construction companies in the Western Cape." University of the Western Cape, 2015. http://hdl.handle.net/11394/4914.

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Occupational Health and Safety is largely determined by the creation of a Safety Culture that minimises risk. In South Africa the construction sector is the second most hazardous industry after mining. This study focuses on two exemplary construction firms in the Western Cape. The main research question is "How do the companies ensure coherent safety management practices that create a safety culture?" Based on a modification of a Balanced Health and Safety Scorecard for the Construction sector five sub-questions address safety management practices from a Management Perspective, an Operational Perspective, a Learning Perspective and a Client and Compliance Perspective. Data has been gathered from company documents, semistructured interviews, together with on-site observation. In conclusion the study reveals that management commitment, active communication and employee acknowledgement contribute positively to creating an effective safety culture on-site. Further studies are recommended with a specific view on small and medium companies in the construction sector.
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Norrie, James, and not supplied. "Improving results of project portfolio management in the public sector using a balanced strategic scoring model." RMIT University. Property, Construction and Project Management, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070208.152804.

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This thesis suggests improvements, from a strategic perspective, to the practice of scoring projects in public sector organisations. It is argues that current approaches, notably project portfolio managing (PPM), are inadequate for many such organisations, and in fact prone to problems and failure. In particular, present scoring/prioritization approaches in such contexts, largely tend to focus on financial risk/return logic. It is argued that the end result of such a ranking approach is often a non-strategic portfolio project. To address these problems, the candidate proposed the refinement of the scoring approach for project portfolios via the incorporation of Kaplan & Norton's ideas in their Balanced Scorecard (BSC). BSC introduces, apart from purely financial considerations, other 'softer' perspectives (customer, internal business processes, learning and growth) which in combination place a more inclusive emphasis on the vision and strategy of the organisation. In this thesis, it is proposed that the combined PPM and BSC scoring approach amounts to more strategic project selection. Several case studies are conducted to illustrate the merits of the combined PPM/BSC logic. These include case studies in both private and public sector organisations.
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Hailemariam, Matias. "Business Driven Maintenance Strategy Development with Performance Indicators." Thesis, Växjö University, School of Technology and Design, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-5564.

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The overall target of the maintenance management system is to improve the role of a maintenance organization in positively impacting production capacity, products quality, safety and also overall production cost. In the course of ensuring the above mentioned benefits, the maintenance system should be designed under an umbrella of appropriate strategy that is developed in line with the company’s major business objectives.

The thesis work is focused on developing a model that assist the design of a maintenance strategy which is linked with the company’s major business objectives. And for this the balanced score card approach is utilized. Then the model’s application is tested in a case company with the general procedures described below.

The business requirements by the customers, which are translated to business objectives of the case company, were used as starting points. Then the production performance indicators were checked for their effectiveness in addressing the business objectives of the company. After this, a maintenance strategy with approaches to address the business objectives of the company, which are expressed by the production performance indicators, was developed with potential maintenance performance indicators.

The result showed that the different elements incorporated in the model developed are appropriate in linking the maintenance activities with the company’s business objectives as can be observed from the analysis made on the case company.

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Monese, Nkosinathi Lawrence. "An analysis of the use of the balanced score card as a performance management tool for mathematics educators: a case study of Amajingqi Secondary School." Thesis, University of Fort Hare, 2013. http://hdl.handle.net/10353/d1006982.

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In the study the researcher has investigated the effectiveness of the use of the balanced score card as a performance management tool for grade 12 mathematics teachers at Amajingqi Secondary School in Adelaide, in the Fort Beaufort district, circuit 8. Thirty learners, four principals, four educators who teach mathematics and the mathematics Head of Department in the schools were selected as participants in this research. A questionnaire (Appendix A) was handed out to principals, HOD’s, mathematics educators and learners doing mathematics in the four schools (4) selected for the study. The main findings of this study were: Mathematics teachers had an average of sixteen years of experience in the subject. Maths teachers do no pay much attention to slow learners. Learners are demotivated and need motivation to perform above average. Learners do not practice mathematics enough. Parental involvement is lacking in assisting learners with schoolwork let alone mathematics. Maths teachers are overloaded with work as in the schools researched one teacher would teach mathematics from Gr. 8 to 12.
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Books on the topic "Balanced Score Card"

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Harzog, Beverly. Debt Escape Plan: How to Free Yourself from Credit Card Balances, Boost Your Credit Score, and Live Debt-Free. Red Wheel/Weiser, 2015.

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The debt escape plan: How to free yourself from credit card balances, boost your credit score, and live debt-free. 2015.

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Shepherd, Angela J., and Juliet M. Mckee. Osteoporosis. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190466268.003.0015.

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Osteoporotic fractures are major causes of suffering and death. Dual-energy x-ray absorptiometry (DEXA) is the standard of care for diagnosis (T-score ≤ –2.5) of osteoporosis. Prevention of fractures requires addressing bone and muscle strength and balance. Physical exercise, good nutrition (fruits, vegetables, adequate calcium), adequate vitamin intake (C, D, and K), tobacco cessation, and no more than moderate alcohol intake enhance bone health and decrease fracture risk. Long-term treatment with glucocorticoids, certain drugs used in breast or prostate cancer treatment, and proton pump inhibitors used for gastroesophageal reflux disease may increase the risk for osteoporosis. Pharmacologically, bisphosphonates are the mainstay of osteoporosis treatment.
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Pope, Thaddeus M., and Douglas B. White. Patient rights in the ICU. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0026.

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To say that a patient has a ‘right’ is to say both that the patient has a ‘claim’ against the clinician for X and that the clinician owes a correlative ‘duty’ to X to the patient. Patient rights are only prima facie valid claims that must sometimes yield to other sufficiently compelling claims. Overriding a right can be either justified (an ‘infringement’) or unjustified (a ‘violation’). This chapter explains the nature and source of patient rights; analyses the scope of patient rights; describes five specific patient rights that are particularly relevant to critical care; discusses three key ways in which patient rights might be illegitimately violated; discusses how patient rights might be justifiably infringed by distributive justice concerns; discusses how patient rights might be justifiably infringed by clinicians’ assertion of their own rights, either on the basis of professional integrity or on the basis of personal conscience-based objections; and concludes by describing four leading mechanisms by which patient rights are balanced against clinician rights. Patient–clinician conflicts usually can be prevented or mediated. When conflict is intractable, it should be resolved through appeal to socially-accepted rules or managed through a fair process of dispute resolution.
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Book chapters on the topic "Balanced Score Card"

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Wienkamp, Heribert. "Balanced Score Card (BSC)." In Strategische Personalbeurteilungen, 59–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2022. http://dx.doi.org/10.1007/978-3-662-66220-5_5.

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Scholz, Jörg T., and Andreas Schmid. "Ausgestaltung der Balanced Score Card für das Hochschulmanagement." In Hochschulmanagement, 231–48. Wiesbaden: Deutscher Universitätsverlag, 2001. http://dx.doi.org/10.1007/978-3-663-07964-4_12.

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Töpfer, Armin. "Der Einsatz der Balanced Score Card im Handel." In Handelsforschung 1999/00, 13–33. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-663-05636-2_2.

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Töpfer, Armin. "Steuerung der Verwaltung durch die Balanced Score Card." In Die erfolgreiche Steuerung öffentlicher Verwaltungen, 159–74. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-86937-1_11.

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Töpfer, Armin. "Six Sigma, Balanced Score Card und EFQM-Modell im Wirkungsverbund." In Six Sigma, 364–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-09912-4_16.

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Töpfer, Armin. "Six Sigma, Balanced Score Card und EFQM-Modell im Wirkungsverbund." In Six Sigma, 294–304. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-09914-8_15.

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Töpfer, Armin. "Six Sigma, Balanced Score Card und EFQM-Modell im Wirkungsverbund." In Six Sigma, 294–304. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-662-09916-2_15.

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Töpfer, Armin. "Die Anwendung der Balanced Score Card (BSC) in der Klinik." In Handbuch Changemanagement im Krankenhaus, 895–916. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-642-20362-6_58.

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Matthes, Winfried. "Evolution der Balanced Score Card – ein Beitrag zur Analyse strategischer Steuerungsprobleme." In Innovation und Internationalisierung, 717–64. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8811-9_37.

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Wu, Yu-jie, and Zi-xian Liu. "Study on Performance Evaluation of Product Warranty Service System Based on Balanced Score Card and System Dynamics." In Proceedings of the 22nd International Conference on Industrial Engineering and Engineering Management 2015, 371–78. Paris: Atlantis Press, 2016. http://dx.doi.org/10.2991/978-94-6239-180-2_36.

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Conference papers on the topic "Balanced Score Card"

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Tian, Qingmin, Lu Gan, and Runquan Wang. "Application of balanced score card in LCC management." In 2012 International Conference on Quality, Reliability, Risk, Maintenance, and Safety Engineering (QR2MSE). IEEE, 2012. http://dx.doi.org/10.1109/icqr2mse.2012.6246414.

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Wu, Di, and Weixia Wu. "The Application of Balanced Score Card in PPP Project." In 2017 2nd International Conference on Education, Management Science and Economics (ICEMSE 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemse-17.2017.74.

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Wang Ting. "Applying the balanced score card in the team strategic performance management." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6010534.

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Liu, Shan, Jinlong Zhang, Yuqing Liu, and Tao Chen. "Evaluating and Mitigating Information Systems Development Risk through Balanced Score Card." In 2009 International Symposium on Information Engineering and Electronic Commerce (IEEC). IEEE, 2009. http://dx.doi.org/10.1109/ieec.2009.28.

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"The Research of Enterprise Strategic Planning Based on Balanced Score Card." In 2018 4th International Conference on Education & Training, Management and Humanities Science. Clausius Scientific Press, 2018. http://dx.doi.org/10.23977/etmhs.2018.29046.

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Cai, Yansong. "Performance Evaluation of Enterprise Intelligent Manufacturing Based on Balanced Score Card." In 2021 IEEE Conference on Telecommunications, Optics and Computer Science (TOCS). IEEE, 2021. http://dx.doi.org/10.1109/tocs53301.2021.9688857.

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Mahmoud, Mai, and Rasha Abd El Aziz. "Adapting Balanced Score Card (BSC) technique to assess the Egyptian Government Websites." In 2015 25th International Conference on Computer Theory and Applications (ICCTA). IEEE, 2015. http://dx.doi.org/10.1109/iccta37466.2015.9513450.

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Xu, Kaiyang. "Study on the Application of the Balanced Score Card in Military Financial Management." In 2017 International Conference on Economic Development and Education Management (ICEDEM 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icedem-17.2017.56.

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Wang, Xudong, Jian Zhuang, Leijiao Ge, Hui Wang, and Yanhe Liang. "Research on User Integrated Energy Efficiency Evaluation Based on Balanced Score Card Method." In International Conference on Promotion of Information Technology (ICPIT 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icpit-16.2016.7.

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Derrouiche, Ridha, Samia Gamoura, David Damand, and Hanen Bouguessas. "Towards a collaborative supply chain balanced score card framework to analyse collaborative value-added." In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2017. http://dx.doi.org/10.1109/ieem.2017.8289926.

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Reports on the topic "Balanced Score Card"

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West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010526.

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Abstract:
In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
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