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

Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership

Measurement will be vital to the evolution of human resource management in the coming century, but in this chapter we propose that it will not be measurement as usual. The future of HRM will require a decision science for talent resources that is as logical, reliable, consistent and flexible as Finance, the decision science for financial resources, and Marketing, the decision science for customer resources. In this chapter we describe the elements of this new decision science, which we call “Talentship,” and its implications for the future of strategic HR measurement. Using this framework, we review leading measurement approaches, describe their contributions, and identify the significant opportunities for improvement in future HR measurement systems

Developing indicators to measure Technology Institutes` performance

Technology institutes (TIs) are non-profit innovation and technology organisations aimed to encourage competitiveness of firms. They are a key organisation in the Spanish National Innovation System because of their size and closeness to the productive sector. Despite this, there is a lack of studies trying to measure their performance and its determinants. This work sheds some light on this. We study the influence of operative, financial, organisational, relational and general variables on three measures of results: selffinance, impact and added value. Our conclusions show the relevance of this approach and are confirmed by grouping TIs according to their service supply characteristics.Publicad

The balanced scorecard logic in the management control and reporting of small business company networks: a case study

The purpose of this paper is to assess and integrate the application of the balance scorecard (BSC) logic into business networks identifying functions and use that such performance measuring tool may undertake for SME’s collaborative development. Thus, the paper analyses a successful case study regarding an Italian network of small companies, evaluating how the multidimensional perspective of BSC can support strategic and operational network management as well as communication of financial and extra financial performance to stakeholders. The study consists of a qualitative method, proposing the application of BSC model for business networks from international literature. Several meetings and interviews as well as triangulation with primary and secondary documents have been conducted. The case study allows to recognize how BSC network logic can play a fundamental role on defining network mission, supporting management control as well as measuring and reporting the intangible assets formation along the network development lifecycle. This is the first time application of a BSC integrated framework for business networks composed of SMEs. The case study demonstrates operational value of BSC for SME’s collaborative development and success

Developing indicators to measure Technology Institutes` performance.

Technology institutes (TIs) are non-profit innovation and technology organisations aimed to encourage competitiveness of firms. They are a key organisation in the Spanish National Innovation System because of their size and closeness to the productive sector. Despite this, there is a lack of studies trying to measure their performance and its determinants. This work sheds some light on this. We study the influence of operative, financial, organisational, relational and general variables on three measures of results: selffinance, impact and added value. Our conclusions show the relevance of this approach and are confirmed by grouping TIs according to their service supply characteristics.

Achieving Foundation Accountability and Transparency: Lessons From the Robert Wood Johnson Foundation’s \u3ci\u3eScorecard\u3c/i\u3e

· The purpose of this article is to help foundations in their accountability and transparency efforts by sharing lessons from one foundation’s journey to develop a scorecard. · A commitment to funding and sharing the results from rigorous evaluations set the tone for Robert Wood Johnson Foundation (RWJF) accountability. · The Scorecard is a powerful tool for RWJF to set goals, track organizational effectiveness, and motivate responses to shortcomings. · Foundations can tailor their scorecard to include what best serves their needs. · With its Scorecard, RWJF found that comparative and quantitative measures are the most powerful forces to motivate change. · Setting targets motivates staff to focus their efforts on certain areas and make improvements

Performance measurement applications in facilities management: An investigation into the future directions

Facilities Management (FM) is very frequently described as, “an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation”. The practical and strategic relevance of FM to organisations in all sectors of the economy is now increasingly recognised. Accordingly, organisations seek to improve their competitiveness by introducing a core business philosophy and restructuring to release senior management time and improve effectiveness. Managements have begun to realise that for organisations to benefit from their enormous investment in facilities, they have to begin managing them actively and creatively with commitment and a broader vision. Formulation of techniques that are capable of assessing “facilities performance” in terms of quality, cost and effectiveness, is therefore critical for “Organisational” and “FM” advancements. Research has emphasised that there is a clear need to measure FM performance which would integrate both the business and facilities domains. Accordingly, this paper summarises a literature review of current leading-edge performance measurement and management practices within facilities management organisations and conceptual models of performance measurement and management from other industries. Accordingly, the paper identifies the directions to develop performance measurement systems in FM with specific links to measure facilities relationships with those of the core business

Catalog of Approaches to Impact Measurement: Assessing Social Impact in Private Ventures

To inform action impact investors could take to measure impact in a coordinated manner, The Rockefeller Foundation commissioned the study of impact assessment approaches presented here.It is natural to hope to find a single, turnkey solution that can address all measurement needs. In this study we conducted a survey of impact investors and complemented it with seven years of experience in the field of impact investing to discover what these investors want from impact measurement, and conducted in-depth interviews with over twenty entities that have developed and implemented approaches to measuring impact. Our survey of existing approaches was thorough but surely is not comprehensive; however the approaches are a good representation of the current state of play. What we found is that there is not one single measurement answer. Instead the answer depends on what solution is most appropriate for a particular investor's "impact profile" defined as the investor's level of risk tolerance and desired financial return, the particular sector in which the investor operates, geography, and credibility level of information about impact that the investor requires

Corporate sustainability and balanced scorecard: integrated management of economic, environmental and social performances in the airline industry

Environment and society are increasingly affected by human activity. World society must constantly face many problems such as climate change, air, water and soil pollutions, resources overuse, human rights, child labor, social inequalities, health and safety. Since companies are the most responsible actors for these troubles, they are stimulated to develop and adopt policies of sustainable development. Practices of Corporate Sustainability and Responsibility are increasing within many businesses for reasons which go beyond the mere compliance with legislations and regulations. Nowadays, sustainable and responsible companies behave ethically for competitive reasons as well. The connections between sustainability and business strategy occurs through the pursuit of eco-socio-efficiencies, resources cost cutting, product-service differentiation, access to ethical funds, image and reputation, and the avoidance of fines, penalties and environmental taxes. Sustainability management occurs through a process that starts with identification of key stakeholders and the relative types of environmental or social impacts generated. Then, strategy must be developed, and communicated to all level of the organization. Leadership and commitment of top management are fundamental in order to diffuse sustainability guidelines, support the organizational structure and spread the new culture. In addition, performance measurement and management systems should drive the attainment of sustainability objectives. Environmental and social accounting systems must provide meaningful data in order to monitor the accomplishment of strategy and, at the same time, disclose the sustainability reports addressed to stakeholders. One important aspect of the process above mentioned regards the connection between strategy and performance measurement system. In order to translate sustainability strategies into actions measurable through performance indicators, it must be emphasized the support of Balanced Scorecard (BSC). The multidimensional conception of the tool advises to integrate environmental and social aspects of business activity within the four traditional perspectives of management in the BSC (financial, customers, processes, learning and growth). Therefore, the emerging concept of Sustainability Balanced Scorecard (SBSC) is referred to the additional feature of considering the environmental and social issues connected directly or indirectly with the execution of the business processes and thus with economic success. Cause and effect relationships in the strategy map show the relations between better social and environmental performances with increasing competitiveness and profitability. The airline sector is facing many challenges of sustainable development. Hence the case developed about a real carrier can help to better understand the matter. The implementation of a Sustainability Balanced Scorecard in Lufthansa Passenger Airline consists in a simulation of the process that starts with the identification of stakeholders and related environmental and social impacts. Based on these exposures, sustainability strategies are developed and formalized as several strategic objectives belonging to the different perspectives of SBSC. Afterwards, for each sustainability objective, numerous key performance indicators are developed in order to monitor single operative aspects related to the achievement of objectives. Finally, the construction of strategy map makes clear how sustainability performances are connected with financial ones. In conclusion, the analysis of environmental, social and economic performances achieved by the German carrier and the comparison with direct European competitor Air France KLM and other minor competitors helps to identify the successes and criticisms deriving from sustainability purposes