The corporate performance and measurement discipline is dynamically changing. Organizations will increasingly identify sets of performance issues and build tracking mechanisms to monitor how the enterprise is doing. As a practice, performance measurement and management requires objectivity and careful planning in order to see its successful, continuous implementation. University Malaya is curre...

We examine the association between contingency variables and the adoption of a Balanced Scorecard (BSC). The contingency variables we examine include business-level strategy, firm size, environmental uncertainty, and investment in intangible assets. Utilizing both survey and archival data, collected as part of a mixed-methodology design, we find that BSC adoption is significantly related to bus...

In the 1990s a new way of evaluating performance improvement in the business industry was introduced. The balanced scorecard (BSC) emerged as a conceptual framework for organizations to use in translating their strategic objectives into a set of performance indicators. Rather than focusing on operational performance and the use of quantitative financial measures, the BSC approach links the orga...

This paper touches the current state of the art for selection algorithms of projects in a project portfolio and extends the existing approaches by prioritizing projects according to their strategic contribution based on a Balanced Scorecard (BSC).

BACKGROUND As a response to a changing operating environment, healthcare administrators are implementing modern management tools in their organizations. The balanced scorecard (BSC) is considered a viable tool in high-income countries to improve hospital performance. The BSC has not been applied to hospital settings in low-income countries nor has the context for implementation been examined. T...

As their pace of change accelerates as a result of technological and environmental factors, organizations are faced with challenges in measuring performance. The Balanced Scorecard (BSC) enables managers to translate an organization’s strategic goals into both financial and non-financial performance measures (Kaplan & Norton, 2001). Since being initially proposed by Robert Kaplan and David Nort...

Background and Objectives: Outsourcing has been considered by hospital managers as a model to reduce the financial burden and modify the financial system. The external suppliers must be qualified for the services they ought to provide to the hospitals. The use of the Balance Scorecard and the Analysis of Hierarchical Process can help assessing suppliers' capability to solve exi...

This paper compares two quantitative approaches recommended for developing and supporting software process improvements, that is, the Goal-Question-Metric (GQM) technique and the Balanced Scorecard (BSc) framework. While both offer the opportunity to implement a quantitative analysis of software projects, they are often misinterpreted as either interchangeable or, on the contrary, mutually excl...