ANALYSIS OF PERFORMANCE PARAMETER FROM BALANCED SCORECARD PERSPECTIVE IN INDONESIAN CONSTRUCTION FIRM

A balanced scorecard analysis of performance metrics

Many organizations have invested substantial resources in recent years to implement a balanced scorecard of performance metrics. From a historical focus exclusively on financial metrics of performance, the emphasis has shifted recently to a consideration of a portfolio of non-financial performance metrics related to customers, business process and technology. In this paper, we investigate the b...

A Balanced Scorecard Analysis of E-government Service Delivery Performance

The significance of aligning usability and interactivity of web portals with government service delivery strategy is widely recognized, but the lack of appropriate methodologies prevented government units and their constituents from integrating web portal projects with e-government service delivery performance. This paper addresses the issue of delivering electronic government services using th...

Performance emphasis in the balanced scorecard

least five related elements. The starting point is developing a mission that guides all subsequent efforts of the business. This leads to an analysis of the firm’s situation, and on to the formation of a competitive strategy. That strategy is subsequently implemented and— at least in theory—performance is monitored with an eye toward fine-tuning the strategy and/or its implementation. Of these ...

Balanced Scorecard diffusion from a social network perspective. The effects of interlocking directorates on the use of balanced scorecard practices

This study examines the influence of the social networks of the board of directors on the use of Balanced Scorecard (BSC) practices. Combining insights from research on social networks in management and literature on organizational innovativeness and accounting, our theoretical framework suggests that interlocking directorates influence the likelihood of BSC use. Modelling variation in the rela...

Performance, Compensation, and the Balanced Scorecard*