The Determination of Performance Measures by Using a Balanced Scorecard Framework
| Autor: | Irem Kefe |
|---|---|
| Rok vydání: | 2019 |
| Předmět: |
Process management
HF5001-6182 Process (engineering) Strategy and Management balanced scorecard strategic planning strategy maps Corporation M4 Manufacturing ddc:650 0502 economics and business Management. Industrial management Business Adaptation (computer science) Business management Strategy map Strategic planning Balanced scorecard business.industry 05 social sciences M10 050201 accounting performance measures HD28-70 manufacturing 050203 business & management |
| Zdroj: | Foundations of Management, Vol 11, Iss 1, Pp 43-56 (2019) |
| ISSN: | 2300-5661 |
| DOI: | 10.2478/fman-2019-0004 |
| Popis: | The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and activities and examine how the BSC should be formed in a manufacturing company. The BSC framework was examined via a case study in a yarn manufacturing company. The activities to be carried out by the company to achieve its objectives and how the appropriate measures are determined in evaluating the contribution of the activities to the achievement of objectives are explained under the BSC approach. The BSC implementation and adaptation have facilitated in a family owned company because of its fast decision-making process. Objectives are made clear in accordance with the company’s strategy and causal relationship between objectives and activities are linked by the strategy map. The BSC implementation shows that financial measures are not enough to evaluate the effects of all the activities on the objectives in a company. The cooperation between departments in the company and the efficiency of corporation meetings increases. The meetings have become more result-oriented due to clarifying objectives and responsibility of individual levels. |
| Databáze: | OpenAIRE |
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