Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short...

organizational performance improvement is the concept of measuring the output of an organization, then modifying the process or procedure to increase the output, increase efficiency, or increase the effectiveness of the process or procedure. in this paper, a methodology is presented for applying simultaneous the efqm excellence model and the balanced scorecard in organizational performance impr...

The significance of aligning usability and interactivity of web portals with government service delivery strategy is widely recognized, but the lack of appropriate methodologies prevented government units and their constituents from integrating web portal projects with e-government service delivery performance. This paper addresses the issue of delivering electronic government services using th...

The primary purpose of this study is to understand the effects of the balanced scorecard implementation on the financial performance in Taiwan-listed Electronics Companies, with data in this study being collected based on previous studies done by domestic and international scholars using the Meta Analysis to analyze the collected data. The conclusion has been made by this study: the “balanced s...

The Balanced Scorecard is a framework for strategic planning and performance management, which has the ability to provide executives and others in an organization a fast but comprehensive view of the business. Due to the complex relations and great amount of information, the most effective way to communicate this scorecard is visually. This study aims to develop an interactive scorecard visuali...

From the beginning, it is important to understand why measuring an organization's performance is both necessary and vital. An organization operating without a performance measurement system is like an airplane flying without a compass, a Formula One race car driver guiding his car blindfolded, or a CEO operating without a strategic plan. The purpose of measuring performance is not only to know ...

Environmental issues have received considerable attention in the literature over the past few years; consider, for example, Burrit (2004), Hopwood (2009), Hubbard (2009), Masanet-Llodra (2006), and Schaltegger and Wagner (2006), to name but a few. Several factors have motivated companies to investigate and improve environmental performance (Länsiluoto&Järvenpää, 2008). Stakeholders, such as cus...

What managers increasingly need is a performance measurement capability that supports a long term, forwardthinking strategic view across the entire organisation. They need a performance measurement framework that provides a view across a range of measures that encompass all of the key issues for continued financial success. A measure framework that itself helps improve performance by changing w...