• Proceedings of the Safety Management and Science Conference
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• 2008.04a
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• pp.333-337
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• 2008

The Balanced scorecard has been evolved in various function. In the various functional Balanced scorecard, this paper focuses on the reverse logistics BSC, and the decision the weights of Key Performance Indicators. In this paper, a combination of Balanced scorecard and value evaluation based approach proposed multi-criteria provides a more accurate representation of the problem for measuring company.

• Journal of the Korean Society for Library and Information Science
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• v.42 no.2
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• pp.277-294
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• 2008

This study has proposed the balanced scorecard for the development of BSC of school library; this study has thus analyzed the forerunners of similar research on the balanced scorecard. For the hierarchial process analysis of the balanced scorecard, librarians and experts of related fields were polled using the AHP method. Some of the major categories for the balanced scorecard(36 categories total) are disposition of librarians, development of user-demand reflecting system, user education, adequacy of faculty-education aid accommodation, location of library, etc.

• Proceedings of the Safety Management and Science Conference
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• 2007.04a
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• pp.21-26
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• 2007

Kaplan & Norton introduce the BSC in early 1990s. after introducing the Balanced scorecard, The Balanced scorecard has been evolved in various function. In the various functional Balanced scorecard, this paper focuses on the logistics BSC, and the decision the weights of Key Performance Indicators. In this paper, a combination of Balanced scorecard and AHP-LTV based approach proposed multi-criteria provides a more accurate representation of the problem for measuring company.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.71-79
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• 2020

Balanced Scorecard (BSC) is one of basic contents of managerial accounting. Balanced Scorecard (BSC) will help the manager to measure and evaluate the operating performance in enterprises. Therefore, providing the theory base as well as in fact with regards to apply with Balanced Scorecard, impact of applying with Balanced Scorecard on the performance of company, from then providing for the managers with the base to promote on applying the Balanced Scorecard in Vietnamese Enterprises aimed to improve the operating performance of enterprises meaningfully and neccessary. However, balanced scorecard in general is a very new content in both theoretical and practice in Viet Nam. The study aims to explore the application with Balanced Scorecard in enterprises according to 4 perspective of Balanced Scorecard in Vietnamese commercial banks. In the dimension of this paper, SPSS 22 was used to collect and analysis data, basing on the results of 109 questionnaires of managers and head of department from Vietnamese commercial banks. Research have shown impact of Balanced Scorecard on the performance of Vietnamese commercial banks. This is the scientific basis for enterprises of Vietnam in general and Vietnamese commercial banks firms in particular have a successful application of balanced scorecard to improve the business performance.

• 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.

• Journal of Digital Convergence
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• v.7 no.2
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• pp.51-62
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• 2009

Most studies of organizational effectiveness previously done, have measured financial performance such as productivity, efficiency or subjective performance such as a commitment, satisfaction, and turnover intention of employees. However, these measurements have limitations to evaluate a organizational effectiveness in recent knowledge information era because evaluation of organizational effectiveness in knowledge-based society needs measurements in various aspects such as financial, customer, internal business process, and learning and growth. The purpose of this study is to overcome these problems and to introduce an appropriate system for evaluation of organizational effectiveness under knowledge management paradigm. In this paper, we suggest a Balanced Scorecard(BSC) as a new measurement standard of organizational effectiveness in a knowledge information era. The balanced scorecard is designed to help firms that have historically overemphasized short-term financial performance. When measuring organizational effectiveness through Balanced Scorecard(BSC) suggested by Kaplan and Norton[31], it is to present the measurement indices that can cover the limitation of the past evaluation indices of organizational effectiveness.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.3
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• pp.93-114
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• 2002

This paper suggests a dynamic balanced scorecard (DBSC) model employing the concept of system dynamics (SD), which could overcome the limitations inherent in the conventional balanced scorecard (BSC) and facilitate strategic learning process in organizations. The BSC has been a successful framework for measuring an organization＇s performance in various Perspectives through translating an organization＇s vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance Indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, we employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC we suggest in this paper would serve as a useful strategic learning tool for facilitating an organization＇s communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, we apply the DBSC model to Korea Coal Corporation (KoCoal ) BSC case.

• Korean Business Review
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• v.22 no.1
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• pp.77-101
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• 2009

The main purpose of this study is to assess the effect of using Balanced Scorecard, and relationship among learning and growth performance, internal business performance, customer performance, financial performance, and business performance. To achieve this study, theoretical and empirical studies related to Balanced Scorecard were carried out simultaneously. A field survey was undertaken through questionnaire sampling a population of construction firms. The established hypotheses related to Balanced Scorecard and organizational performance were verified by the paired-t test analysis using SPSS. The result of this research are as follows : First, BSC firm's learning and growth performance are higher than those of before BSC adopting firms significantly. Second, BSC firm's internal business performance level is higher than that of before BSC firm's significantly. Third, BSC firm's customer performance level is higher than that of before BSC firm's significantly. Fourth, BSC firm's financial performance level is higher than that of before BSC firm's significantly. Fifth, BSC firm's Business performance level is higher than that of before BSC firm's significantly. This study contributes to the BSC research by being the study focus on the BSC at the general indicators and provides evidence that may help understanding the possible relationship between BSC adoption and improvement of organizational performance. There are some limitations, however, of this study. The result are based on a cross sectional sample of construction firms, which may not be reflective of the entire population.

• Journal of Korean Society for Quality Management
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• v.30 no.3
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• pp.79-93
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• 2002

Many companies are struggling with the issue of performance measurement because a generally accepted framework does not exist. The Balanced Scorecard is designed to help firms that have historically overemphasized short-term financial performance. In this article, we discuss the interrelation between supply relationship and BSC. The Balanced Scorecard to measure quality performance with respect to supply relationship is suggested. Based on the survey of 84 venture firms, the validity of the measurement tool is tested statistically. Consequently, it was found that the suggested items have validity to measure supply relationship quality performance

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.2
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• pp.63-79
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• 2002

During the last decade many enterprises spent a huge amount of money for investment on Information Technology (IT) & Information System (IS) to attain competitive advantage and to maximize their business performance by satisfying the various requirements of customers. Under such circumstances, methodologies for evaluating IT impact on business performance are very important issues for strategic decision making on investment. In this study, we propose a performance evaluation model that adopts the concept of the Balanced Scorecard (BSC) and the Value Chain to analyze the financial impact and non-financial impact of IT & IS at each critical work area. This model combines the 4 evaluation areas from BSC and 6 critical work areas from Value Chain and measures the Key Performance Indicator (HPI) and the effect of KPI. Also, we present a case study of which the evaluation model has been conducted on a major manufacturing company. finally. we address some important notes to improve the IT & IS performances in the real-world.