The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

Technological innovation and sustainability of shared service: Insights from industry players

Shared service centre is a transformative organizational approach that fuels operational efficiency, cost reduction, and elevated service delivery across diverse industries. Technological innovation is paramount for driving organizational success, fostering competitive advantage, and enabling sustainable growth in today's dynamic business landscape. The purpose of this research article is to investigate the impact of technological innovations on the sustainability performance of shared service centers. Semi-structured email interviews were conducted with eleven practitioners from multinational shared services in Malaysia. The data was analyzed using structural and pattern coding, and six phases of thematic analysis were applied. The results reveal several themes related to innovative technologies in shared services, including robotic process automation, efficiency in service delivery, remote access, cost-effectiveness, customer satisfaction, and paper waste reduction, that practitioners consider relevant for sustainable performance in shared services. The findings have theoretical and managerial implications, emphasizing the significance of technological innovation approaches and sustainable performance in supporting technologies. This study provides insights for SSCs to adopt innovative technologies for improving their sustainability performance and achieving business goals.

A comprehensive bibliometric study of the balanced scorecard

This research provides a deeper knowledge in the Balanced Scorecard (BSC) insight by using the bibliometric technique. The existing gap between the traditional literatura reviews and previous bibliometric studies, is covered as it is the first comprehensive analysis carried out in applying quantity, quality, and structural indicators. Web of Science Core Collection was used as the source of information, considering it the most accurate and suitable data base for these studies. This research covers the wider period-of-time possible, from 1992 to 2020, with a final sample of 771 articles in 466 reviews. Quantity indicators show the high interest that the BSC still has in the scholar's community, pointing out Kaplan and Norton as the most productive authors,and confirming that 'management', 'business' and 'accountability' are its most common field of activity, although others as 'systems' and sustainability' are coming to prominence; 'Balanced Scorecard' appears as the most remarkable keyword. Quality indicators found 32,706 citations, with Kaplan and Norton occupying again top positions as well as 'Harvard Business Review' as the most impacting review both in cited articles and in average. Co-citation analysis reveals the existence of a triple corecluster for articles, based on the theory, literature reviews, and case-studies.

An Empirical Framework for Assessing the Balanced Scorecard Impact on Sustainable Development in Healthcare Performance Measurement

Performance appraisal has become an essential tool for healthcare managers due to the frequent and rapid changes in the healthcare sector. Sustainable performance management implies increasing organizations' efficiency and effectiveness while considering all vectors of sustainability. This study examines the impact of digital transformation, accounting information systems, and strategic human resource management improvements on organizational performance and sustainable development. The paper uses the balanced scorecard (BSC) for organizational performance assessment. The paper proposes a theoretical model that integrates the traditional and digital information systems and human resources engagement with the BSC dimensions for sustainable organizational development. The theoretical model is tested in an empirical study involving a questionnaire-based survey of 387 employees with management experience in the healthcare sector. Based on structural equation modeling, the research results showed that the efficiency and effectiveness of strategic human resources management and the accounting information system significantly positively affect the BSC dimensions. Furthermore, the use of BSC in measuring organizational performance has significant effects on sustainable development, with the internal process dimension being the most influential.

Sustainability balanced scorecard: Four performance perspectives or more?

This paper analyzes the Sustainability Balanced Scorecard (SBSC) as a renewed framework for measuring and managing sustainability performance of a company. The paper presents the main characteristics of original Balanced Scorecard (BSC), explains its purpose and main performance perspectives. Based on literature review, paper address the various approaches to design and prioritize performance perspectives within the SBSC. Firstly, casual links within and between performance perspectives are described: hierarchical links (as is in original BSC approach), semi-hierarchical links and network links. Secondly, the paper explains how the sustainability issues are incorporated within SBSC framework. Several solutions are explained as suggested in the literature: (1) adding additional single or multiple performance perspectives to deal with strategically important sustainability issues, (2) incorporating sustainability aspects within original four performance perspectives, (3) adding additional sustainability perspectives and incorporating sustainability aspects in four original performance perspectives simultaneously, (4) organize separate SBSC for managing only sustainability issues. Specific features of these approaches are explained as well as appropriateness of their application in practice. Advantages and disadvantages of SBSC are highlighted and recommendations for future research.