The Impact of the Implication of Balanced Scorecard Model (BSC) in Performance of the Post Company

  • Received September 18, 2017;
    Accepted December 5, 2017;
    Published December 25, 2017
  • Author(s)
    Soleyman Iranzadeh , Sadegheh Hosseinzadeh Nojehdeh , Nahideh Najafi Emami
  • DOI
    http://dx.doi.org/10.21511/ppm.15(4-1).2017.03
  • Article Info
    Volume 15 2017, Issue #4, pp. 188-196
  • TO CITE АНОТАЦІЯ
  • Cited by
    1 articles
  • 1484 Views
  • 1092 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

Balanced scorecard model is a method to evaluate and control programs with adequate consistency. According to it, a certain organization is evaluated and controlled in terms of financial aspect, together with growth and learning, internal business processes and customer aspects. This research is practical in purpose and a descriptive inferential method has been used to collect data in addition to utilizing five-scale Likert questionnaire. In order to increase the accuracy of the study, all 320 employees of post company have been under evaluation. A one-sample t-test has been used to analyze the questions of the study. Furthermore, Friedman test has been used to investigate the differences among groups. The results of testing the hypotheses indicate the effect of growth and learning of the employees of post company, as well as internal business processes, customer and financial aspects on the performance of the post company. Moreover, Friedman test probing the differences among groups shows that internal business processes and customer variables have the most significant impact upon the performance of the post company, while growth and learning and financial aspects have the least significant effect on the performance of the post company.

view full abstract hide full abstract
    • Table 1. Questionnaire aspects alpha
    • Table 2. Minimum, maximum, average and standard deviation of studied variables scores
    • Table 3. Descriptive statistics
    • Table 4. t-test
    • Table 5. Descriptive statistics
    • Table 6. t-test
    • Table 7. Descriptive statistics
    • Table 8. t-test
    • Table 9. Descriptive statistics
    • Table 10. t-test
    • Table 11. Descriptive statistics
    • Table 12. t-test
    • Table 13. Friedman test
    • Table 14. Chi-square test
    • Andersen, H. V., Lawrie, G., & Shulver, M. (2000). The balanced Scorecard VS. The EFQM Business Excellence Model. 2GC Limited.
    • Atkinson, H. (2006). Strategy implementation: A role for the balanced Scorecard? Management Decision, 49(10), 1441-1460. 3. Blocher, E. J., Chen, K. H. & Lin, T. IV. (1999). Cost Management: A Strategic Emphasis, Irwin/ McGraw-Hill.
    • Chong, L. M., & Sholihin, M. (2005). Financial and nonfinancial performance measures: How do they affect job satisfaction? The British Accounting Review, 37(4), 389-413.
    • Clarke, S. (2001). Information systems and strategic management: An integrated approach.
    • Creelman, J., & Makhijani, N. (2008). How Leading organizations successfully implement corporate strategy with the balanced scorecard. The OTI thought Leadership. Series, 1, 1-16.
    • Davis, D., & Fisher, T. (2003). Attitudes of middle managers to quality – based organizational change. Managing service Quality, 12, 405-413.
    • Davis, S., & Albright, T. (2004). An investigation of the effect of balanced score card implementation on financial performance. N. P.
    • Ghahraman, Mohammad Reza (2011). Twelve steps to define and implement balanced scorecard. Bazga publication, Tehran.
    • Greet, J. M., & Edwin, J. N. (2004). Performance effects of using the balanced scorecard: A note on the Dutch experience. N.P.
    • Harbour, Jerry L. (1997). The Basics of Performance Measurement. Productivity Press.
    • Heinz, A. (2001). Applying the Balanced Scorecard concept: An Experience Report. Long Range Planning, 34.
    • Hepworth, P. (1998). Weighing it up – a literature review for the Balanced Scorecard. Journal of Management development, 17(8), 559-563.
    • Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard business review
    • Kaplan, R. S., & Norton, D. P. (2004). Having Trouble with your strategy? Then Map It! Boston: Harvard Business Review.
    • Kaplan, R. S., & Robin, C. (1998). Cost and effect: Using integrated cost systems to drive profitability and performance. Boston: Harvard business school press.
    • Lomotte, G., & Carter, G. (2000). Are the Balanced Scorecard and the EFQM Excellence Model Mutually Exclusive or do they work together to Bring added Value to a company? Working Paper, 2, 49-58.
    • Milis, K., & Mercken, R. (2004). The use of the balanced scorecard for the evaluation of Information and Communication Technology projects. International Journal of Project Management 22, 87-97.
    • Niven, P. R. (2002). Balanced scorecard step-by-step. John Wiley & Sons Inc.
    • Paul, L. Niven (2003). Balanced Scorecard step-by-step. John Wiley & Sons Inc.
    • Sime, K. L., Koh, H. C. (2001). Balanced Scorecard: A rising trend in strategic performance. Measuring Business Excellence, 5(2), 18-26.
    • Smith, R. (2006). Business Process Management and Balanced Scorecard: Focusing Processes on strategic Drivers. Kindle Edition.
    • Wongrassam, S., Gardiber, P. D., & Simmons, J. E. L. (2003). Performance Measurement Tools: The Balanced Scorecard and the EFQM Excellence Model. Measuring Business Excellence, 7(1), 14-28.
Related Articles

  • The impact of COVID-19 on the transportation and logistics industry

    Dalia PerkumieneORCID , Agbonmere Osamede , Regina AndriukaitienėORCID , Olegas BeriozovasORCID doi: http://dx.doi.org/10.21511/ppm.19(4).2021.37
    Problems and Perspectives in Management Volume 19, 2021         Issue #4         pp. 458-469 Views: 6536 Downloads: 10195 TO CITE АНОТАЦІЯ

    In this present age of globalization, the logistics and transportation industry has become an integral part of most businesses/firms as it is aimed at ensuring the effective movement of people, distribution of goods and services from one location to another on time. Therefore, this paper aims to analyze the impact of COVID-19 on the logistics and transportation sectors. The qualitative research approach was adopted using analysis and synthesis of scientific literature, data from news reports, organizational sites, and a case study of data contents. The paper presented the analysis of negative and positive effects of COVID-19 on the logistics and transportation industry. The study also discusses possible strategies and further steps for improvement of the logistics and transportation sector, including the automation and introduction of other technologies, a sustainable and flexible transportation system, cooperation of logistics and transportation business. Findings regarding the positive implications of COVID-19 show noticeable advancements in the logistics and transportation sector, such as the rise of e-commerce businesses with efficient delivery options, and the development of 3rd party logistics services as more companies outsource supply chain operations. The study revealed the importance of strategic planning with a joint effort from the research centers, public sector, private sector, and educational institutions as one of the proposed solutions for the logistics and transportation industry.

  • The role of Fintech in predicting the spread of COVID-19

    Mohannad Abu DaqarORCID Researcher ID, Milan ConstantinovitsORCID Researcher ID, Samer Arqawi , Ahmad Daragmeh doi: http://dx.doi.org/10.21511/bbs.16(1).2021.01
    Banks and Bank Systems Volume 16, 2021          Issue #1         pp. 1-16 Views: 2747 Downloads: 939 TO CITE АНОТАЦІЯ

    This study aims to investigate the role of Fintech in predicting the spread of COVID-19 based on consumers’ Fintech perceptions and behavior before and after the outbreak of COVID-19. The study used a questionnaire-based survey distributed in different countries of the world using the LinkedIn platform for this purpose to reach the targeted population. The snowball sampling technique was used. The study targeted consumers with Fintech experience, especially in digital payments services. 507 samples were retrieved. For the analysis, the Structural Equation Modeling (SEM) was used. The study revealed novel results in predicting COVID-19 spread; these three variables (Fintech Behavior before COVID-19, Fintech Behavior after COVID-19, and Fintech Perception after COVID-19) could predict 52.5% of the variance in the dependent variable (COVID-19 Spread) (R² = 0.525, p < 0.05). The findings show that Higher Fintech perception and behavior among Fintech users will help in reducing the spread of COVID-19 by avoiding the use of contact payment methods. Contactless payment methods are the main tools in Fintech that might help in avoiding the probability of COVID-19 spread. Consumers’ Fintech perceptions and behavior are the most influencing factors that could predict the spread of COVID-19 in this study, where digital payments are the main concern. It is recommended that consumers adopt digital payment methods and tools, especially contactless payment methods, to fulfill their financial services. Other researchers are also encouraged to use the same model to predict the spread of this virus in the Fintech context.

  • Competitiveness of the information economy industry in Ukraine

    Tetiana PonomarenkoORCID Researcher ID, Veronika KhudoleiORCID Researcher ID, Olha ProkopenkoORCID Researcher ID, Janusz Klisinski doi: http://dx.doi.org/10.21511/ppm.16(1).2018.08
    Problems and Perspectives in Management Volume 16, 2018         Issue #1         pp. 85-95 Views: 2314 Downloads: 648 TO CITE АНОТАЦІЯ

    Information economy, being the newest type, in the course of formation acquires its distinctive features, which include a significant change in the needs of investors, producers, consumers and other economic relation participants. In order to achieve a competitive information economy, state support for high-tech industries is needed. It is crucial to create a clear legal framework, give boost to the formation of intellectual capital based on other countries' experience. Implementation of the strategy for high-tech industries development in Ukraine is a decisive step in creating a platform for information technology dissemination, creation of new competitive products with high added value. The purpose of the article is to investigate the transformation to the information economy, to analyze the industry competitiveness, to define the opportunities for information sphere improvement. The theoretical aspect of the emergence and formation of the information economy category is studied, the approaches to the defining this economic category and its derivatives have been studied and generalized, essential features of the information type of economic relations have been investigated, and their main components have been determined. In the article, the relationship between the level of information economy development and the competitiveness of domestic enterprises' products has been described, the factors influencing high-tech industries development in Ukraine are considered, and suggestions as for increasing the assistance to the development of knowledge-intensive sectors, including information technology, are proposed.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management