• Korean System Dynamics Review
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• v.8 no.2
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• pp.209-234
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• 2007

Recently, balanced scorecard is widely used in the public sector as well as in the private sector. Balanced scorecard system of a particular hospital is a very useful tool in the sense that it shows various measures for the management including the traditional financial measures. However, since it does not show the impact of action items, managers have to analyze his potential decisions. On the other hand, a system dynamics model for the management of a hospital can be used to predict future management status. In this paper, a balanced scorecard system with a system dynamics model is developed for a small sized hospital, and the feasibility and applicability of the system have been tested. It turns out the combination of the balanced scorecard and system dynamics technique can be comprised each other. The balanced scorecard system can take advantage of the data forecasted by the system dynamics model including the implementation of action items taken today. On the other hand, the key performance indicators and action items from the balanced scorecard system provide guidelines the scope and direction of the system dynamics model. The additional efforts of developing a system dynamics model are well compensated by the additional colorful functionalities of the system. This paper also covers the future research areas for the combined system to be more effectively developed.

• Journal of Information Technology Applications and Management
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• v.16 no.1
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• pp.77-96
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• 2009

The balanced scorecard has drawn attention from many researchers in various fields since its appearance in 1992. It became a norm for performance evaluation framework in many areas, such as marketing, information system evaluation, strategic planning, etc. Centered in the large companies in Korea, the balanced scorecard has been popularly used as a performance evaluation tool for human resource management. Now we Question its applicability to performance evaluation tool even in small business. This study tried to apply the balanced scorecard in developing an information system for performance evaluation in a small business. The study showed that the balanced scorecard can be nicely used in small business as a performance evaluation tool. The process of developing an information system is described in detail. The practitioners are to obtain a lot of insights in designing their human resource management systems from the study results.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.73-83
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• 2022

On the underpinning theory of the Resource Based Theory, this research examines the impact of corporate social responsibility and green marketing strategy on business performance with the moderating role balanced scorecard. Corporate social responsibility concentrates on related to government, the environment, customers, and employees. Green marketing strategy concentrates on approaches in terms of green products, green prices, green places, and green promotion. Business performance is measured by groups of indicators financial, and non-financial. The moderating role balanced the scorecard at the financial, customer, process, learning, and growth level. Research results with survey data from 419 managers at different food enterprises in Ho Chi Minh City processed through the structural analysis method, showed that corporate social responsibility has the strongest positive impact on business performance, followed by the green marketing strategy as the second strong positive impact on the business performance and results also showed that the balanced scorecard moderating role increases the level of the strong positive impact of the above relationship. Besides, it also showed the difference in the demographic control variables. Based on the findings, some implications are drawn to help the managers of enterprises improve the moderating role balanced scorecard when implementing corporate social responsibility and green marketing strategies thereby contributing to increasing business performance.

• 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.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.4
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• pp.63-72
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• 2022

The study applied the non-financial dimensions of the Balanced Scorecard (customer dimension, internal processes dimension, learning, and growth dimension). It was done to evaluate performance and measure the effectiveness of these dimensions on performance evaluation at College of Science and Humanities Studies: Al Aflaj, Prince Sattam Bin Abdulaziz University. The researchers used the descriptive analytical approach to conduct the study to find the effect of these dimensions. Data was collected from the college staff and administrators; 120 questionnaires were distributed, out of which 112 were collected. The questionnaire data were analyzed using exploratory (EFA) and confirmatory factor analysis (CFA), hypotheses were tested using the structural equation modeling (SEM) through the (Spss) and (Amos) software. The study finding showed that the balanced scorecard had a positive contribution in evaluating the performance of the College of Science and Humanities Studies: Al Aflaj, Prince Sattam Bin Abdulaziz University through the dimensions of customers and internal processes, and the study finding revealed that the balanced scorecard has no contribution at performance evaluating the College of Science and Humanities Studies: Al Aflaj, Prince Sattam Bin Abdulaziz University through the dimension of learning and growth.

• 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 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.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.18 no.4
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• pp.100-105
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• 2010

This study is to analyze the performance for ADS-B(Automatic Dependent Surveillance-Broadcast) operations by the Balanced Scorecard(BSC). It is also to collect the opinions of users(pilots, air traffic controllers and ground operators) relating ADS-B and to use the results as data about preparing political measures of aviation safety. For these purpose, BSC model redesigned on 4 different points of view is used for measuring the performance of the ADS-B operation. The proposed perspectives are affairs effectiveness, user orientation, system orientation and the capacity. As the results of this study, it is showed that the continuous development of ADS-B should be required and the users must be involved in the activities, additionally, the relevant authorities should try to be drawn the user-oriented results through the process.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.8 no.5
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• pp.1227-1242
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• 2007

This study aims at grasping the influence of antecedents within SCM to information sharing and cooperation as well as the influence of information sharing on cooperation among the small & medium-sized manufacturing industries, thus ultimately opening the way to the study on the influence of major activities such as information sharing and cooperation within SCM on the business performance by classifying such influence into low perspectives of BSC. The results of this study revealed that the antecedents such as commitment and cultural similarities exercised a significant influence on information sharing while mutual trust and the size of a corporate weighing with cooperative activities. It also identified the fact that information sharing bore a significant influence on cooperation in terms of relationships among activities. For the relationships between the SCM activities and performance, cooperation proved significant to all four balanced scorecard performances with little significant influence of information sharing on balanced scorecard performance. However, taking into consideration of the significance of information sharing on cooperation as well as the significant influence of cooperation on balanced scorecard performance, it fumed out that information sharing also effected a indirect influence on such four types of balanced scorecard performance. In this regard, based on the results of this study, it was identified that information sharing and cooperation, major activities within SCM, had either direct or indirect influence, through the influence of antecedents, on the business balanced scoreboard performance measured from a customer perspective, a business process perspective, an innovation and teaming perspective and a financial perspective.

• Journal of the Korea Society of Computer and Information
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• v.17 no.6
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• pp.191-199
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• 2012

By the way, in light of the knowledge, even public institutions are paying much attention to the management of IT assets for achieving organizational goals. Recently, some public institutions adopt balanced scorecard for enhancing efficiency in operations and management of total administrations. To be interested, some key performance indicators(KPI) of the balanced scorecard reflect the three aspects of IT assets and their possible outcomes. The main focus of this study is to investigate whether there is positive effects of IT asset management through balanced scorecard at public institutions. Specifically, we selected and classified KPIs into different categories depending on three aspects of IT assets, internal process change, and organizational outcomes. To address relationships of KPIs among the categories, we specified each category and developed as a variable respectively. A middle-sized city provided us with 138 KPIs for the development of scales.