146,832 research outputs found
A Performance Evaluation of Introducing Balanced Scorecard to High-tech Related Industries in Taiwan
Balanced Scorecard (BSC) has become the most desirable performance evaluation tool for industries in Taiwan; however, difficulty or bad performance of system introduction has occurred due to an incomplete understanding of the implementation approaches and correct objectives of the BSC system, causing the risk of cost loss. Two domestic high-tech companies in the high-tech related industry were served as the object of study in this research. The contents of four perspectives of the BSC were converted to twenty key performance evaluation indicators in terms of modern business administration as the variables in the research.
Based on the DMAIC model, the importance and satisfaction of BSC implementation factors in high-tech related industry are defined first. The performance indices of satisfaction and importance of implementing BSC are standardized by fuzzy methods for evaluation and a performance matrix with the target line and upper and lower performance control lines are established. Management can analyze the performance level and compare the performance indices and matrixes of two companies after introducing BSC according to the coordinates of satisfaction and importance of implementation factors in the matrixes. These two-dimension matrices will then be converted to one-dimension coordinates for cross performance matrices of four quadrants. Next, performance improvement strategies will be devised in accordance with the aspects of the theory of constraints. After carrying out improvement strategies, the cross performance matrix will be constructed to verify the effect and ascertain the factors of bad performance. In this way, improvement strategies can be re-devised and the most appropriate distribution of resources will be made to sustain the optimum state of ability and cost during the process of introducing the BSC system.
Requirements for a short period of time and low cost to evaluate the performance of BSC introduction can be met via this simple and convenient evaluation model presented in this research. Resources will be invested to enhance satisfaction for the implementation factors of high importance and low satisfaction. Likewise, resources will be adjusted to reduce the cost of system introduction for the implementation factors of low importance and high satisfaction. As a result, the time efficiency of introducing the BSC system will be promoted effectively
Community Development Evaluation Storymap and Legend
Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants
Double Bottom Line Progress Report: Assessing Social Impact in Double Bottom Line Ventures, Methods Catalog
Outlines methods for social entrepreneurs and their investors to define, measure and communicate social impact and return in early-stage ventures
Applied Evaluative Informetrics: Part 1
This manuscript is a preprint version of Part 1 (General Introduction and
Synopsis) of the book Applied Evaluative Informetrics, to be published by
Springer in the summer of 2017. This book presents an introduction to the field
of applied evaluative informetrics, and is written for interested scholars and
students from all domains of science and scholarship. It sketches the field's
history, recent achievements, and its potential and limits. It explains the
notion of multi-dimensional research performance, and discusses the pros and
cons of 28 citation-, patent-, reputation- and altmetrics-based indicators. In
addition, it presents quantitative research assessment as an evaluation
science, and focuses on the role of extra-informetric factors in the
development of indicators, and on the policy context of their application. It
also discusses the way forward, both for users and for developers of
informetric tools.Comment: The posted version is a preprint (author copy) of Part 1 (General
Introduction and Synopsis) of a book entitled Applied Evaluative
Bibliometrics, to be published by Springer in the summer of 201
A RETROSPECTIVE OF EVALUATION MODELS ON INTELLECTUAL CAPITAL
In the classical theory of economics, capital is one of the three factors of production, in addition to land and labor, and refers in particular to buildings, equipment, and machinery etc., used for the production of other goods (the term physical capital is also used by the specialized literature) (Brãtianu & Jianu, 2006). The present study intend to bring to the forefront the main evalluation methods for intellectual capital, as proposed, supported and criticized at the same time by researchers and practitioners. The study offers response to the following research questions: Which are the advantages and disadvantages of the intellectual capital evaluation methods? And what are the main studies approaching the subject of intellectual capital evaluation at international level? The collection and analysis of intellectual capital evaluation models and the non-participative observation are the main instruments used to bring to the forefront the main international existing evaluation frameworks. The information sources representing the base for these researches are especially constituted by articles published in specialized magazines, both from accounting and economics fields, specialized works relevant to the reference field, legislative documents, official documents, press releases and other documents issued by various national and international bodies. The most representative studies bringing to the forefront the evaluation of intellectual capital are the ones elaborated by Mouritsen et al (Mouritsen et al, 2001), Manea and Gorgan (Manea and Gorgan, 2003), Tayles (Tayles, 2002), Tayles et al (Tayles et al, 2007). The presented approaches offer a general idea on the range of methods, disciplines and operational specializations existing for the evaluation of intellectual capital. Only one of them - Balanced Scorecard - is largely used, while the rest of the methods remain too theoretical or too poorly developed to be universally accepted. We believe that the efforts from the regulation and standardization bodies in the view of intellectual capital evaluation are too small, despite the fact that community shows an increased interest in this sense, many companies being tempted to build their own system of evaluating performances with regards to intellectual capital.intellectual capital, evaluation models, companies, Balanced Scorecard, international level
Performance measurement : challenges for tomorrow
This paper demonstrates that the context within which performance measurement is used is changing. The key questions posed are: Is performance measurement ready for the emerging context? What are the gaps in our knowledge? and Which lines of enquiry do we need to pursue? A literature synthesis conducted by a team of multidisciplinary researchers charts the evolution of the performance-measurement literature and identifies that the literature largely follows the emerging business and global trends. The ensuing discussion introduces the currently emerging and predicted future trends and explores how current knowledge on performance measurement may deal with the emerging context. This results in identification of specific challenges for performance measurement within a holistic systems-based framework. The principle limitation of the paper is that it covers a broad literature base without in-depth analysis of a particular aspect of performance measurement. However, this weakness is also the strength of the paper. What is perhaps most significant is that there is a need for rethinking how we research the field of performance measurement by taking a holistic systems-based approach, recognizing the integrated and concurrent nature of challenges that the practitioners, and consequently the field, face
Double Bottom Line Project Report: Assessing Social Impact in Double Bottom Line Ventures
This tool expresses costs and social impacts of an investment in monetary terms. Quantification is achieved according to one or more of three measures: NPV (the aggregate value of all costs, revenues and social impacts discounted), benefit-cost ratio (the discounted value of revenues and positive impacts divided by discounted value of costs and negative impacts) and internal rate of return (the net value of revenues plus impacts expressed as an annual percentage return on the total costs of the investment)
Contribution of Balance Scorecard Model in Efficiency of Managerial Control
able to guarantee the performance that creates a value superior to that of the competitors, so that this might be sustainable in time. For such an improvement of the performance and of the competitiveness in a dynamic and complex environment we can reveal as fundamental the implementation of the most efficient and most participative management audit systems, able to clarify its objectives and necessary methods in order to attain the objectives, as well as the connection between the defining processes of the strategies and the current operational activities. These controlling systems must be able to assess the performance, not only as regards the quantity but also the quality, based on the evolution of these results, as well. Thus, the 21st century companies, currently undergoing the market globalization process, need strategies that would allow them to face the continuous transformations of the world economy in order to succeed. Therefore, in order to take advantage of positive trends, markets need to be confronted with winning strategies, with instruments that create a valid orientation in the implementation of long-term objectives. The new economic reality is highly complex, thus triggering an equal development of the management techniques and control practices not to lose sight of a significant feature of the monitoring of the economic evolution and management decisions of companies. This is why the second part of the paper focuses on creating a BSC model for the Alfa Group in order to underline the applicative use of the new instrument for measuring the economic-financial performance, as well as to highlight its importance as means of communication with all categories of stakeholders.Balance Scorecard, Key Performance Indicators, decisional processes, managerial control, efficient method
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