• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.1-21
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• 2009

The balanced scorecard(BSC) framework is a tool for strategic decision making and task support that aims for efficiency in performance management and strategy execution. BSC evolved from an old performance management practice, which tended to be limited to a finance-only perspective, to a new system of corporate management looking at corporate tasks from a multi-dimensional, future-inclined value perspective. This form of BSC amounts to a framework capable of driving management innovation and renewing the ways in which companies conceive their strategy and perform their operations. Since BSC draws integrally on user participation, it can be expected that users' satisfaction with BSC systems is an important factor in systems' success or failure. However, previous studies of the BSC system have not yet considered it as a theoretical model, specifically examining BSC system and task characteristics. To date, only a few studies have put forward plans for the implementation and use of BSC systems, and these studies have the common limitation of failing to consider the circumstances or theoretical structure of the companies for which a BSC system is being proposed. This paper then begins to fill some of this gap by characterizing the BSC system from the perspective of contingency theories. Contingency theories can be particularly useful in the Korean context in exploring how different companies use the BSC system in ways determined by their unique environmental characteristics, which may also determine the performance factors behind the application of a company's particular BSC system. In order to provide concrete suggestions for implanting and using the BSC system from a contingency theory perspective, this study sets out to determine the relationships between the contingency variables affecting BSC system performance and BSC system property variables(in given cases) through an empirical analysis. The study takes into account the perspective from which contingency theory is to be applied in individual cases, sets contingency and BSC property variables with reference to the BSC system user's environment and BSC system's character, and frames initial hypotheses concerning corporate structure and environmental variables and BSC system performance variables with reference to previous studies. A survey was then conducted on users in Korean companies that have implemented the BSC system in order to verify the research model and understand results.

• Information Systems Review
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• v.9 no.1
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• pp.191-214
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• 2007

This study analyzes the process of establishing BSC based strategic performance evaluation system of KOMSCO. This case could be a reference to other public institutes for BSC introduction and efficient BSC usage. Internal control system of KOMSCO has been improved by EVA system in 1999, BSC introduction and Job analysis in 2001 through 2002, and BSC performance evaluation system in 2004. KOMSCO tries to reflect BSC concept by inducing employees to cooperate selection process of CSF and KPI and by considering the organizational characteristics of KOMSCO in constructing it's performance indices. It is suggested that these processes are very important and should be followed by other institutes in their BSC introduction. By applying BSC, KOMSCO provides improvement in employees' understanding of strategy, performance management, and performance evaluation. KOMSCO' information system based on ERP and efficiently connected to EIS, KMS, and BSC seems to play an important role of BSC application. BSC system of KOMSCO is now in the early stage of application and needs to be evaluated by the efficiency of usage in terms of overall performance evaluation system, deduction system of evaluation point for excess accomplishment over target, and connection to budget system.

• Information Systems Review
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• v.9 no.1
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• pp.233-257
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• 2007

BSC has gained increasing popularity as an effective management tool aligns employee actions and goles with corporate strategy since first being introduced in 1992. Though a lot of people have thought that many corporations have achieved a lot of effectiveness in their business with BSC, by the way, public enterprises have been difficulties in implementing BSC as a management innovation tool because of different characters between private and public enterprises. KOTRA's BSC among domestic public enterprises is early introduced and evaluated very high in quality. So the purpose of this paper is to represent success factors and problems for implementing BSC System of KOTRA and then expects to be used for implementing successful BSC System as a good reference model in domestic public enterprises.

• Korean System Dynamics Review
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• v.8 no.1
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• pp.211-227
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• 2007

Like the saying "You can't manage what you can't measure," performance measurement is considered as one of the most important management activities for the organizations in either private or public sector. Performance measurement, however, has thus far relied too much on financial statements. Realizing the importance of a more scientific and comprehensive performance measurement, many organizations have adopted several different systems in order to objectively estimate their balanced performance results. The Balanced Scorecard (BSC) has become a popular means to measure performance. But the BSC has also received some criticisms. In this paper four limitations in the use of the BSC are discussed : BSCs focus on unidirectional causality, are unable to distinguish delays between actions and their impacts on performance, integrate insufficiently strategy with operational measures, and lead to internal biases. We propose a system dynamics approach with causal loop diagram(CLD) to develop a Dynamic BSC in order to overcome these limitations. The results suggest that developing a BSC with system dynamics is a promising approach to supplement existing BSC frameworks.

• The Journal of the Convergence on Culture Technology
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• v.9 no.4
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• pp.303-308
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• 2023

The purpose of this study is to provide a practical guide for establishing BSC that can be practically applied by SMEs. To this end, a case study was conducted to establish a performance evaluation system through a field-required Balanced Scorecard (BSC) for company J, a tent pole manufacturer, and to provide a management strategy system map. As a survey method, the requirements of the ordering organization were organized through a comparison of the BSC-related proposal requests in the first stage. The BSC establishment method was organized through the arrangement of the second stage result report. The 3rd stage BSC derived KPI indicators for SMEs for each of the 4 perspectives. A corporate vision was derived through a 4-step SWOT analysis. A strategy map was developed through 5-step field-required KPI, weight setting, and BSC. The 6-step final strategy system was also drawn up. As a result of the study, the four perspectives of the BSC were reconstructed by department. That is, the financial (financial) perspective is from the executives' perspective, the customer's perspective is from the sales department's perspective, the internal process perspective is from the design department/production quality department's perspective, and the learning/innovation perspective is from the management department's perspective. In addition, a total of 11 CSFs and a total of 49 KPIs of J company were derived. The limitation of the study is that the final strategy system through the company's BSC has only been carried out, and it needs to be linked with the company's compensation system in the future.

• Information Systems Review
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• v.9 no.1
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• pp.311-341
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• 2007

This paper presents a case study on BSC(Balanced Scorecard) system development of Korea Post as a Korean public firm. BSC models of public or private sector are generally developed in different types due to their different strategic goals. Korea Post as a government firm has dual characteristics of BSC similar to both public and private sector. This firm has the organizational type of public firms, not private firms. To date many government subsidiary organizations have already introduced BSC or are trying to introduce BSC, but have difficulty in developing BSC successfully because of insufficient understanding of BSC. Based on a case study of Korea Post, this study analyzed key success and failure factors and suggested prospects on BSC system development of public firms.

• Asia pacific journal of information systems
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• v.19 no.3
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• pp.151-179
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• 2009

The purpose of this study is to make an empirical analysis on the factors affecting the intention for the continuous use of the BSC system, which has been recently spread in the public sector. Because the object of acceptance is the performance management system based on BSC (Balanced Scorecard) implemented in the form of information systems, this study proposes a research model by applying TAM (Technology Acceptance Model). Independent variables are factors affecting the acceptance of BSC system such as training, communication, IS support, CEO support and personal innovativeness, and we examine their effects on the dependent variable, namely, intention on continuous use via mediating variables: perceived usefulness and perceived ease of use. A questionnaire survey was conducted with public institutions(firms) that had introduced and were operating the BSC system; 264 valid questionnaires are adopted. Collected data are analyzed using SPSS 16.0 and AMOS 7.0. Results of reliability test show that all analyzed data are reliable. In validity test, one item regarding communication was excluded; 9 latent variables and 34 observed variables are used in the final analysis. Based on the results of the hypothesis test through path analysis using a structural equation model, 10 out of 16 hypotheses are accepted. Factors affecting perceived usefulness are training and IS(Information System) support. The analysis results indicate that perceived ease of use is mainly affected by IS support, CEO support, and personal innovativeness among the factors related to the acceptance of the BSC system. This suggests that, contrary to the expectation that the BSC system may be used without difficulty, the management's active support is required in order to attain expected improvement in productivity and work efficiency. This was also pointed out in case studies on the construction of the BSC system in public sectors. On the other hand, perceived ease of use is found to affect perceived usefulness. This supports the results of previous researches on TAM. Perceived ease of use and perceived usefulness are found to affect the attitude towards the use of the system. The intention on continuous use is affected more by perceived usefulness than by the attitude towards the use of system. This result supports the results of previous researches on TAM, showing that the BSC system is utilized substantially in worksites. This study is considered meaningful in that it was actually performed on users at public institutions(firms) that had introduced the BSC system and that it empirically tested hypotheses on the acceptance of the BSC system by applying TAM to the research model.

• Journal of Korea Society of Industrial Information Systems
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• v.16 no.4
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• pp.127-137
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• 2011

This studies shows that Balanced Score-Card(BSC) affects corporate performance and performance measurement systems affect corporate performance, depending on whether they are customer-oriented or finance-oriented. The results of the study are as followings; First, utilization of BSC are significant relationships with performance assessment system. Second, performance assessment system are significant relationships with corporate performance. Third, utilization of Balanced Score-Card(BSC) affects corporate performance.

• Proceedings of the Korea Contents Association Conference
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• 2007.11a
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• pp.947-950
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• 2007

Recently, most of the public institutions are developing ITA(Information Technology Architecture) & BSC (Balance ScoreCard) system. ITA's reference model is provided for the consistency, reusability, and interoperability. By the way, PRM(Performance Reference Model), one of the ITA reference models, is needed to link with BSC system. In this paper, we provide the linking method of ITA and BSC.

• Journal of Korea Technology Innovation Society
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• v.11 no.4
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• pp.639-670
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• 2008

The BSC which was proposed by Kaplan and Norton, is being used as a general performance measurement tool in various firms and industries. BSC approach links strategic objectives with specific operation indices and it can efficiently evaluate the attainment of the goals of the firm. This study is a BSC based case of the government R&D institute which is staffed with knowledge experts in the research areas. In order to bring a major change to a public research organization and shape a strategy focused organization, it is essential to understand the proper methodology of the whole construction process of BSC from the mission of the institute through the establishment of vision and strategic direction, KPI building, and a strategy map set, to the implementation of the BSC monitoring system. By investigating the application process, in this research we intend to provides useful implications in the BSC construction process of public research agencies.