balanced scorecard (bsc)

In order to achieve the organizational goals, there must be a macro framework that can be used as a basis for monitoring and referred to in performance management processes. However, organizations often have difficulty using performance evaluation models. Many of these problems are due to differences in organizations and the need to recognize different dimensions of various types of organizations. In this paper, based on a qualitative-quantitative research method using grounded theory, a performance reference model is presented for organizations active in information technology. Unlike many performance evaluation frameworks that focus on measuring organizational results, the framework presented in this research was designed based on the idea that the results are, in fact, the consequences of the implementation of processes. Therefore, the layers of this model were formed from process components. For this reason, the researchers called it the Process-Oriented Performance Reference Model (PPRM). Each layer of the model is broken down hierarchically into two levels of measure domains and measures. Finally, the measures are prioritized based on group decision-making using the ARAS method. The definition of the measure domains and the prioritization of the measures were developed based on the data obtained from an Iranian company active in banking software development. The data were collected using structured interviews. In addition to the performance reference model with the proportions of the target organization, insights that were obtained from analysis and proposed to the studied organization for better performance management can be seen as the other results of the present study.

The purpose of this paper is to design a balanced scorecard (BSC) in the LARG supply network (LSN) in the automotive industry with Fuzzy TOPSIS (FTOPSIS) approach. What distinguishes this paper from other articles in the field of LSN is identifying dimensions and indicators with Fuzzy Screening (FS), evaluating the LSN in Saipa Yadak company with BSC approach and FTOPSIS, Also, designing a Matuzan scorecard and providing an operational strategy for evaluating the large supply network, which this innovation is very attractive in supply network researches. The statistical population is 41 experts of Saipa Yadak Company. The sampling method is a number of people. This means that the opinions of all experts of Saipa Yadak Company who have at least a master's degree and a ten-year work experience in Saipa Yadak Company have been used. After reviewing the theoretical foundations and research background, 1 dimensions and 47 indicators were identified and selected by FS. Utilizing the BSC approach and combining it with the LARG paradigm has been able to provide a more comprehensive view in evaluating the larg supply network. The results of FTOPSIS in prioritizing dimensions show that the dimensions of evaluation of the assessment of the supply network of the mains of the beneficiaries ranked first and the financial dimensions, internal processes and growth and learning ranked second to fourth, respectively

ERP projects are one of the information technology projects that encounter with high failure rates. Thus, it is required for the risk assessment of the enterprise resource planning implementation to be performed before the project starts. In addition to assessing the risk of ERP establishment, the purpose of the present study is to compare the risk ratings in both pre-establishment and establishment phases. Moreover, the heuristic AHP method considered during the establishment phase combined with FMEA provides more accurate results. Thus, the ERP implementation risks were first identified in this study and classified according to four categories of balanced score card (BSC). The results of the analysis show that the financial risk had the highest risk in the pre- establishment phase and the risk related to the process was first in the establishment phase...... ERP projects are one of the information technology projects that encounter with high failure rates. Thus, it is required for the risk assessment of the enterprise resource planning implementation to be performed before the project starts

Performance appraisal is a formal management system that is designed to assess the quality of performance of individuals in the organization. In the traditional view, the most important goal is evaluation, judgment and performance evaluation, while in the modern view, the evaluation philosophy focuses on growth and development and improving the capacity of the evaluated. Performance appraisal and management, in addition to helping the organization to increase its competitiveness, also plays a prominent role in determining and implementing strategies.In this regard, it seems that according to the performance evaluation backgrounds and researches of other researchers, the balanced scorecard is a suitable model. The purpose of this study is to evaluate the performance of Sanandaj ABFA employees with the Balanced Scorecard (BSC) approach. The method of this research is descriptive and correlational and is considered as a case study. The statistical population includes all employees of Sanandaj Water and Wastewater and the size of the statistical populationthat consists of employees is 151people. Probabilistic sampling and stratified random sampling method.. The tool was a questionnaire. Findings were analyzed using regression correlation in SPSS software. The results showed that the performance evaluation of Sanandaj Water and Wastewater employees has a significant relationship with the four dimensions (financial, customer, internal processes, growth and learning) of the balanced scorecard.

Strategy is the most crucial long-term source for the growth of organizations; and in the case, that there is a lack, in the implementation of successful strategy, even if appropriate ones are adopted, this process is incompetent. In order to execute and apply these programs appropriately, with the exception of the financial characteristics, organizations must also be assessed simultaneously from other facets. The Balanced Scorecard which focuses on four aspects, such as financial, as a result of performance in the past (past indexes) and the three aspects of, processes, customer, growth and learning and centers on the (future indexes), is considered as a comprehensive framework for assessing performance and the progress of strategy. Moreover, we are aware that many factors have an influence on organizations and some from the viewpoint of control get out of domain, and it is vital that from this angle, the amount of impact is assessed. The Data Envelopment Analysis (DEA) is one of the best mathematical methods to compute the efficiency of organizations. In that, the Balance Scorecard method proves to be of high standing for the evaluation of performance, one of its weak points is that, it lacks a quantitative measurement in respect to the organization’s performance in utilizing a mathematical mode. To solve this problem, DEA has been adopted. In this paper, we have attempted to combine these two abovementioned systems and efforts have been made to use BSC as a tool for designing the performance assessment indexes and from DEA, which has been used as a tool to evaluate the performance in the presence of uncontrollable indexes.

The main objective of this research is to develop a performance measurement system for a desired urban transportation system based on its values, mission, and vision. Based on investigating of different performance evaluation models, the performance measurement system was designed through Balanced Scorecard (BSC). Prioritization of Balanced Scorecard perspectives and indicators was also conducted using Analysis Network Process (ANP) and questionnaires collected from the expert team. Nominal group technique was used by the expert’s team to determine and confirm the results. In addition, to determine performance evaluation indicators, related literature, general policies, successful experiences and scientific breakthroughs were considered and the opinions of experts were extracted in consecutive meetings. Eventually, development of a sustainable, Justly, safe, economical, fast, and comfortable transportation system, with maximum efficiency and minimum Undesirable effects on human health and environment, were defined as the most important values, and the missions of transportation managers have defined accordingly. Training, demand management and the average level of managers’ education and experience were selected respectively as the most important evaluation criteria in urban transportation measurement.

During the last two decades, the need for oil companies to be responsible for the significant economic, social, and environmental consequences of their operations has pushed them to clarify their actions through the publishing sustainability reports. However, the complexity of simultaneous attention to the various and sometimes incompatible stakeholder's demands, resource limitations, as well as the necessity to ensure alignment of sustainable actions with organizational strategies has led oil companies confront with ambiguities in setting the content of the sustainability report. Based on the Global Reporting Initiative (GRI) guidelines, utilization of the balanced scorecard (BSC) and grey-DEMATEL technique, this research attempts to define the key sustainable performance criteria to help release a valid sustainability report by the National Iranian Refining & Distribution Company (NIRDC). According to findings, among the various criteria of the GRI, 22 criteria were more compatible with the content-related principles of this guideline. In addition, the share of environmental criteria of sustainable development was greater than that of the economic and social aspects.

The purpose of this study was to rank the indices of BSC (financial, customer, growth, learning, and internal processes) through using the Fuzzy Hierarchy Process (FAHP) approach in order to reduce the subjective and selective approach of individuals in performance evaluation. The research methodology is applied in terms of its purpose and the researchers have applied a descriptive approach in which the required data has collected by employing the questionnaire and survey. The statistical population of this research includes managers and heads of departments in Yazd Electric Distribution Company. Sampling was done using the purposeful method. The results show that the customer’s criteria and growth and learning have the highest weight among the criteria, respectively. Also, customer satisfaction indices, employee satisfaction, production efficiency and net profit are found significances in prioritizing indices.

Data Envelopment Analysis and Balanced Scorecard, are two common tools that have been used by many researchers for performance evaluation. But none of them investigate effectiveness of BSC indicators in efficiency evaluation. Due to complexity of mission and evaluation criteria for operating organizations in media industry, they want to know suitable indicators for effectiveness evaluation, also the role and importance of these indicators in organization efficiency. With responding to these questions, organizations can allocating resources and take decisions according to the importance of determined criteria. In this paper we purpose a novel and hybrid model of DEA and cooperative game theory to rank the effectiveness of BSC indicators in efficiency evaluation for iran media industry. Results show that (profitability ratio, size of audience, human resource satisfaction rate, accuracy in production, velocity of propagation and satisfied audience percentage) are respectively most important indicators. Therefore, with considering importance of criteria and resources constraints managers can take better decisions

Findings indicate that despite the satisfying development in conceptual and theoretical dimension of knowledge management, many organizations and industries, yet, have failed in successful and effective implementation of KM. Among the reasons for this failure, are some deficiencies in terms of methodological on inappropriate recognition and translation of KM dimensions and lack of quantitative and qualitative approaches in assessment of KM objectives derived from translation of KM that there remain some problems to be resolved. This article attempts to evaluate knowledge management. To do so, systematic way to translate strategy with balanced scorecard based on system approach, after a review of relevant literature in KM maturity methods, it uses the experience of knowledge managers and experts, in quality function deployment (QFD) approach. Accordingly, 21 objectives in thirteen categories of strategic evaluation zones for assessment of organization situation were suggested in four layer of system (Input, Process, Output, and Outcome). Furthermore, this paper shows how a company in order to specify situation of dashboards for strategic evaluating of objectives in KM progress can use fuzzy TOPSIS approach based on RADAR logic. Finally, an application in three of sub-corporate for a holding Company in the food industry is presented to illustrate the proposed methodology

The present investigation aims to address the problem of inadequate coverage of various aspects of organizational performance by balanced scorecard (BSC) model through its developing based on the European foundation for quality management (EFQM) model. To this end، a developed BSC model، encompassing variables of stakeholders، resource effectiveness، processes effectiveness، human resource management effectiveness، leadership method، strategy and performance was proposed and، then، validated in a new structural model. The findings firstly revealed an appropriate fitness of the proposed model. Regarding the relationship among variables، staff management effectiveness، resource effectiveness، leadership method and processes effectiveness، respectively، held the most “direct impacts” on the organizational performance. On the other hand، “summated impacts” (direct and indirect) on the organizational performance were held by leadership method، staff management effectiveness، resource effectiveness and stakeholders variables، respectively. Managers can apply the model suggested in the investigation to measure performance in the respective organizations and as a weighting criteria guide on how to accurately measure different dimensions of performance.

Nowadays companies should have a good strategy and a close partnership with the other companies involved in their supply chain in order to achieve the excellence and sublimation. Balanced Scorecard is a new consept that can provide the necessary conditions for strategy map and effective cooperation and a good Strategic Planning. Due to the novelty of this consept and lack of a comprehensive model in this issue, the purpose of this study is to define the consept of BSC and identify its factors and indicators and propose a conceptual model to trace it.finally we use BSC as a tool to model strategies of a real problem. This real case is Sepahan Oil Company. This model confirmed through factor analysis (PA) and structural equation model (LFPP) Techniques. The results of our survey in the case study showed that the Sepahan Oil Company strategies can have a effective and efficient prioritization.By using this segments and their prioritization Sepahan can pass the difficulties and lockouts.The strategic map traced in this paper,help the company managers to have a complete vision on the company and its situation.

Balanced Scorecard (BSC), which is used as a strategic evaluation tool, is a method of determining business performance using lagging and leading indicators on the basis of vision and strategies. It has been revealed in the review of relevant literature that despite the satisfying levels achieved in conceptual and theoretical dimension of Balanced Scorecard, the method has some deficiencies in terms of implementation on a quantitative basis and that there remain some problems to be resolved. In the scope of the study, BSC approach was integrated with fuzzy ANP technique so as to determine the performance level of Isfahan Petrochemical Company on the basis of its vision and strategies. The reason for combining these methods is reciprocal relation between effective indexes in BSC that fuzzy ANP solves this problem. For designing model, first list of related indexes are extracted and then they are studied by experts of Isfahan Petrochemical Company and final model is designed. Proposed model has shown that performance indicators with different structures included in BSC approach can be consolidated with the help of fuzzy ANP technique

Educational organizations as fundamental institutions have a vital role in preparing stable development. Thus, for scientific advancement, improvement and making of the under study university to a Strategy-focused university we need to hire the Organizational Performance Management and support the vision. In fact, using Performance Evaluation Models is obligatory. The investigations show that combination of BSC and EFQM models can prepare a suitable framework for Performance Valuation. In this paper after Literature Review, two models were compared and their strength and weakness points are explored. Then, the conceptual model of Performance is presented. For defining strategic objects with Balanced Scorecard perspective and commensurate with defined view, two justifiability and perpetuity questionnaires were hired. In order to determine relationships between the objects causes and effects the QFD matrix was used. In this way, under supervise of specialists the strategic map of studied university was drawn. Finally, in order to parallelize these two models and identify the efficiency elements QFD matrix was used by combining the two models causing a productivity increase in the studied university.

Strategic management is the art and science of formulating، executing and evaluating multifunctional decisions which enables the organization to accomplish its goals. This article tries to formulate the strategy of the X Internet Service Provider (ISP) through SWOT analysis as well as to devise the way of strategy execution and performance measurement by means of Balanced Scorecard (BSC). Later، having integrated both mentioned methods، their relationship with Malcom Balridge National Quality Award (MBNQA) for excellence and Quality Function Deployment (QFD) is investigated. Strategic group of the X Company were referred in order to formulate strategies، score the factors and other issues related to the statistical population. Interviews with the strategic group and brainstorming method were employed to gather the viewpoints of the group. The statistical population to fill out the questionnaires consisted of 211 persons including the managers and experts of the company. To make sure that enough questionnaires were collected، 150 questionnaires were handed out among the managers and experts of the company، yet finally 138 filled out questionnaires were gathered to be the basis of analysis. The results of the research showed that managing process، customer-centeredness and market-centeredness beside leadership should be taken into more consideration than other elements of Malcom Quality Award so as to efficiently perform the strategies in line with the excellence of the company.