A range of influences, technical and organizational, has encouraged the wide spread adaption of Enterprise Systems (ES). Nevertheless, there is a growing consensus that Enterprise Systems have in the many cases failed to provide the expected benefits to organizations. This paper presents ongoing research, which analyzes the benefits realization approach of the Queensland Government. This approa...

The balanced scorecard (BSC) provides an enterprise view of an organization’s overall performance. It integrates financial measures with other key performance indicators around customer perspectives, internal business processes, and organizational growth, learning, and innovation. The strategy planning is a virtual necessity for business activities, and this paper presents the use of the analyt...

This paper proposes Enterprise Business Intelligence Maturity Model that involves thirteen capacity factors, which are (Strategic Management, Performance Measurement, Balanced Scorecard, Information Quality, Data Warehouse, Master Data Management, Metadata Management, Analytical, Infrastructure, Knowledge Management, People, Organization Culture and Change Management). This key objective of thi...

Although there is no analytical framework for assessing the organizational benefits of ERP systems, several researchers have indicated that the balanced scorecard (BSC) approach may be an appropriate technique for evaluating the performance of ERP systems. This paper fills this gap in the literature by providing a balanced-scorecard based framework for valuing the strategic contributions of an ...

This study aims to explore the effects of the intellectual capital accumulation and the balanced scorecard implementation on the financial performance, with the earnings management being a moderator. Interviews were conducted on the objects of the directors (section manager-level and above) from Taiwan-listed semiconductor companies. This study collects all data from the databases of Taiwan Eco...

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 ...

Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short...