• Title, Summary, Keyword: BSC Perspectives

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Analysis of Casual Relationships among Tourist Destination Knowledge and BSC Performance Perspectives (관광지 지식과 균형성과표 관점의 인과관계에 관한 연구)

  • Pyo, Sungsoo;Chung, Seunghoon;Chang, Haesook
    • Knowledge Management Research
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    • v.6 no.1
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    • pp.1-17
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    • 2005
  • Both knowledge management and BSC practices are in its inception in the tourism field, and the study explores the relationships between knowledge and BSC perspectives using correlations and path analysis. The purpose of this study was to explore the casual relationships among tourist destination knowledge and BSC performance perspectives. The study model added knowledge perspectives to the usual BSC model (with customer, growth and learning, internal process, and financial perspectives), in addition to the modification of the financial perspectives to economic, socio-cultual and physical impact. The study found out that knowledge supports learning and growth perspectives greatly, and less extent, internal processes and customer perspectives. Learning and growth affects internal processes and customer perspectives. Internal process supports customer perspectives. Both customer and, less extent, internal process have impact on the final results. The final analysis results were different by destination type. The study concludes with recommendations for further studies including rational BSC model for tourist destinations and relationships between BSC performance indicators.

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Evaluating Green IT Initiatives Using the Sustainability Balanced Scorecard (지속가능한 BSC를 사용한 그린 IT 전략 실행과제들의 평가)

  • Park, Jeong-Sun
    • Journal of the Korea Safety Management & Science
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    • v.19 no.3
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    • pp.81-87
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    • 2017
  • Performance evaluation has been done using financial indices which are generally regarded as inappropriate for the organizations which are innovative and progressive. Thus, the Balanced Scorecard(BSC) was developed considering long term performance and invisible performance. This BSC has four perspectives of finance, customer, internal operation, and learning. Based on the BSC, a new BSC has been derived with a fifth view of environmental and social perspective, which is now called as a Sustainability BSC. In this study, we evaluated Green IT initiatives using the Sustainability BSC. The initiatives are categorized as RFID, telepresence, paperless office, logistics management etc. The initiatives were evaluated from the view of five perspectives, resulting in high cor relationships among finance, internal operation, and environmental and social perspectives. Namely, good initiatives from the view of environmental/social perspective are also evaluated as good from the view of finance and internal operation perspectives. In this study, we recommend organizations to introduce Green IT initiatives by showing how Green IT initiatives have contributed to the organizations.

A Study on Operational Performance Evaluation of Marine Forest Creation project by BSC, AHP and IPA (BSC-AHP-IPA를 활용한 바다숲 조성사업의 운영성과 평가에 관한 연구)

  • Cho, Sun-Je;Hong, Jae-Bum
    • The Journal of Fisheries Business Administration
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    • v.48 no.1
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    • pp.31-49
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    • 2017
  • This study focuses on developing a theoretical framework for evaluating Operational Performance of the Marine Forest Creation project on a balanced and comprehensive perspective by using BSC, AHP, and IPA. Also, the purpose of this study is empirically to analyze operational performance of the project and to suggest the future improvement plan. For this purpose, We will first determine the critical success factors(CSF) and key performance indicators(KPI) required for evaluating the performance of the Marine Forest Creation project from the four perspectives of BSC. And, After determining the weight for each of CSF, KPI, and four perspectives of BSC by using AHP, we will measure the project performance. We will also conduct IPA analysis to propose the direction of improvement of the Marine Forest Creation project. The results of this study are as follows. First, this study has drawn 8 critical success factors and 16 key performance indicators for four BSC perspectives based on the theoretical considerations and expert interview survey. Second, as a result of deriving relative importance of BSC perspectives using AHP, customer perspective was the highest, followed by financial perspective, learning and growth perspective, and internal process perspective. Third, as the results of analyzing the importance and performance of BSC perspectives using IPA, customer perspective was the maintenance reinforcement category, financial perspective was the key improvement category, internal process perspective and learning and growth perspective were gradual improvement category. This study has a great academic significance in terms of BSC first tried to evaluate the performance of the Marine Forest Creation project. The results of this study are expected to lead to various discussions for a balanced and comprehensive verification of Marine Forest Creation project performance.

The Effect of BSC Implementation on Restaurant Managers' Perception of KPIs (BSC 활용이 외식업 점장의 핵심성과지표 인식에 미치는 영향)

  • Jang, Ki-Ryong;Lim, Hyun-Jung
    • Journal of the Korean Society of Food Culture
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    • v.24 no.5
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    • pp.486-495
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    • 2009
  • The purpose of this research was to investigate whether the perception of KPIs by restaurant managers from financial and non-financial perspectives was affected by BSC implementation. The perceptions that were examined were importance, adoption, performance, and utilization of KPIs. We surveyed managers from multinational restaurant chains that were adopting BSC and those that were not. From a non-financial perspective, the difference in perceived importance between BSC adopted firms and firms that did not adopt BSC was significant. The managers of BSC adopted firms perceived KPIs more seriously than the others. Secondly, according to the managers' working experiences, the difference of perceived utilization in the internal business process perspective was significant between BSC adopted firms and firms that did not adopt BSC. In addition, from the learning and growth perspective, the difference in perceived adoption and utilization between the two groups was significant. Finally, in the BSC adopted firms, the perceived importance of the managers affected the other perceptions like adoption and utilization from both the financial and non-financial perspectives.

A Study on the Development of Green-tourism Performance Indicators by Using BSC on Rural Village (BSC에 의한 농촌마을 그린투어리즘 성과지표 개발에 관한 연구)

  • Um, Dae-Ho;Kim, Dae-Sik;Kim, Tai-Cheol;Kim, Eun-Soon
    • Journal of Korean Society of Rural Planning
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    • v.12 no.3
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    • pp.43-55
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    • 2006
  • Recently, increases of leisure activities and 5-day workweek system enforce government employ rural tourism policy and projects. Operating projects are Green Rural Experience Village, Rural Tradition Theme Village, etc. In this study under investigation of Green Rural Experience Village site, Green-Tourism performance indicators were developed. Green-Tourism performance indicators of rural village were developed by BSC(balanced scorecard) and AHP(Analytic hierarchy process). Four perspective of BSC are divided into financial perspective, customer, internal-business process, and teaming and growth perspectives. To develop green-tourism performance indicators of rural village, low perspectives of BSC are converted into investment effect, visitor, internal process, and village inhabitants perspectives. By these perspectives, green-tourism performance indicators of rural village were developed. Weighting values on importance were calculated by AHP. Performance indicators developed in this study applied in 12 villages. With the result, generally well-known villages gained high score, and in accord with survey content.

A Combined DEA-BSC methodology for evaluating organizational efficiency (DEA와 BSC 기법을 이용한 조직 효율성 비교에 대한 연구)

  • Kim Bum-Soo;Chang Tai-Woo;Shin Ki-Tae;Park Jin-Woo
    • Journal of the Society of Korea Industrial and Systems Engineering
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    • v.28 no.2
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    • pp.18-26
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    • 2005
  • The balanced scorecard(BSC) overcomes the limit of traditional financial statement that focuses on only financial performance. BSC is widely used in government and industry because of the clear representation of the relationship and logic between the key performance indicators(KPI) of 4 perspectives - financial, customer, internal process, and loaming and growth. However, traditional BSC does not consider evaluating the difference between the results measured by BSC. By using relatively small number of inputs and outputs In comparing decision-making units, data envelopment analysis(DEA) can aggregate multiple performance measures. In this research, we propose a methodology named CDB(Combined DEA and BSC) to evaluate the performance of organization considering financial and non-financial perspectives. CDB uses KPI of cause-and-effect relationship on BSC as inputs and outputs of DEA method. In addition, this research proposes a method of converting the KPI of BSC to the input and output variables of DEA, and enhancing discrimination power using the limit number of variables. We illustrate the methodology by giving an example of evaluating aquisition-unit efficiency in a supply chain.

Performance Evaluation of Private R&D Projects using BSC/DEA (BSC/DEA를 활용한 기업 연구개발 프로젝트 성과평가)

  • Jeon, IkJin;Lee, Hakyeon
    • Korean Management Science Review
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    • v.34 no.2
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    • pp.67-83
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    • 2017
  • This paper proposes a R&D project performance measurement model for private firms combining balanced scorecard (BSC) and data envelopment analysis (DEA). The efficiency of R&D projects is measured in terms of each of the three perspectives of BSC by using DEA : the internal process perspective (DEA-P), the customer perspective (DEA-C), and the financial perspective (DEA-F). The performance indicators of the three perspectives of BSC are considered as outputs of the corresponding DEA models. To provide strategic implications for R&D planning, we also propose the R&D project performance matrices composed of two different types of efficiency dimensions. The proposed model is expected to be fruitfully utilized for R&D performance measurement of private firms.

A Study on the Time-lag Effects of Financial & Non-financial Performances of Balanced Scorecard (균형성과표의 재무적 및 비재무적 성과의 시차적 효과 특성에 관한 연구)

  • Jeong, Ki-Man
    • Journal of the Korea Academia-Industrial cooperation Society
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    • v.10 no.8
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    • pp.2103-2109
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    • 2009
  • Balanced Scorecard(BSC) is one of the ways to estimate the achievement results of enterprises which, beyond the simple financial index traditionally used for enterprise achievement result management system, aims to estimate and manage the key perspectives for the future and goal achievement of enterprises as financial perspectives, customer perspectives, internal business perspectives, learning and growth perspectives with a fully consistent and balanced measure, and moreover manage their relationships regarding cause and effect on its basis. Introduction of BSC can be a profound implication for management strategies not only in that its introduction itself has numerous direct effects but also in the way of understanding whether or not its sequential relations exist. Thus this study focused on if the introduction of BSC is effectual, and if there exist any time-lag sequential relations between the effects. The results of the this study indicate that the introduction of BSC has positive effects on the internal business perspectives, learning and growth perspectives, financial perspectives, with the last aspect lasting longer. After dividing perspectives of BSC into leading indicator and lagging indicator, the analysis on if there was some relationships between two indicators was done. As a result, the introduction makes internal process improve first, which has positive effects on financial performance next.

A method for producing normalized total score of BSC measures (BSC 지표의 정규화된 Total Score 산출 방법)

  • Kim, Su-Yeon;Hwang, Hyun-Seok;Hong, Jong-Yi
    • Journal of the Korea Industrial Information Systems Research
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    • v.12 no.5
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    • pp.163-172
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    • 2007
  • ESC has been used as a tool for evaluating overall performance of firms. ESC focuses mainly on building a balanced viewpoint comprising perspectives and their metrics. It is, therefore, difficult to value overall strategic achievements of a company derived by consolidating various perspectives and metrics. Because of the absence of a method for consolidating ESC metrics and computing total score based on these metrics, it is difficult to evaluate whole strategic performance and find core obstacle parts of performance. In this paper, we suggest a method of normalizing a numerical value of metrics with different units, and calculating the total score of ESC metrics. We conduct a case study of evaluating the effectiveness of CRM to illustrate the applicability and feasibility of the suggested method.

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An Exploratory Study on the Balanced Scorecard Model of Social Enterprise

  • Lee, Yoeng-Taak;Moon, Jae-Young
    • International Journal of Quality Innovation
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    • v.9 no.2
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    • pp.11-30
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    • 2008
  • The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit-based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure 'where we are now' and 'where to aim for next'. It prescribes a plan for translating 'vision' and 'strategy' into concrete action across four perspectives at different stages, depending on the business. These perspectives are 'financial', 'customer', 'internal processes' and 'learning and growth', each of which is connected by cause-and-effect relationships that reflect the firm's strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders' financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, sup plier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.