Balanced score-card to create a strategy focused organization at DUBAL, UAE

 
 
 
  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract


    The Balanced Scorecard (BSC) concept was introduced at DUBAL in the year 2005 and continued to be used as a key tool for strategy management, execution and reporting. The core areas that were covered in DUBALs Balanced Scorecard measures include Financial Performance, Customer Focus, Internal Process, Learning and Growth - which collectively embrace the company's business (economic and social performance) and sustainability (environmental and social governance performance) priorities. Though the BSC frame work in DUBALs Power operations department was implemented successfully, it was not of much use in certain areas like energy-saving, power conservation etc. Moreover there was no total involvement of operational staff and there was little or no communication across the board. The present study attempts to identify the existence of any differences in the users perceived notion on Balanced Scorecard, identify the factors causing this lag-behind and suggest measures for improvisation, which would correct the imbalances in the implementation and enhance the business performance.

    Keywords: Balanced Score Card, DUBAL, Financial-Performance, Customer-Focus, Internal-Process and Learning and Growth.


  • References


    1. Kaplan, R.S., and D.P. Norton. 2001, "The Strategy-Focused Organization", Boston, MA: Harvard Business School Press.
    2. Braam, G.J.M. and Nijssen, E.J. (2004) "Performance effects of using the Balanced Scorecard: a note on the Dutch experience", Long range planning, Vol. 37, No. 4, pp. 335-349. http://dx.doi.org/10.1016/j.lrp.2004.04.007.
    3. Van Der Woerd, F. and Van Den Brink, T. (2004) "Feasibility of a Responsive Business Scorecard-a pilot study", Journal of Business Ethics, Vol. 55, No. 2, pp. 173-186. http://dx.doi.org/10.1007/s10551-004-1900-3.
    4. Robert S.Kaplan; David P.Norton, "The Balanced Scorecard: Translating strategy into action" Harvard Business Review Press Boston, Massachusetts, 1996, pp.8-9.
    5. Morgan, M. (1998), "Improving business performace: are you measuring up?" Manage, Vol. 49, No. 2, p.10.
    6. Akkermans, H.A. and van Oorschot, K.E. (2005), "Relevance assumed: a case study of balanced scorecard development using system dynamics", Journal of the Operational Research Society, Vol. 56 No. 8, pp. 931-941. http://dx.doi.org/10.1057/palgrave.jors.2601923.
    7. Kaplan, R.S. and Norton, D.P. (1992), "The Balanced Scorecard: measures that drive performance", Harvard Business Review, Vol. 70 No. 1, pp. 71-9.
    8. Malmi, T. (2001), "Balanced Scorecards in Finnish companies: a research note", Management Accounting Research, Vol. 12 No. 2, pp. 207-20. http://dx.doi.org/10.1006/mare.2000.0154.
    9. Marr, B. and Neely, A. (2003), "Automating the Balanced Scorecard - selection criteria to identify appropriate software applications", Measuring Business Excellence, Vol. 7 No. 3, pp. 29-36. http://dx.doi.org/10.1108/13683040310496480.
    10. Davis, S. and Albright, T.L. (2004), "An investigation of the effect of Balanced Scorecard implementation on financial performance", Management Accounting Research, Vol. 15 No. 2, pp. 145-53. http://dx.doi.org/10.1016/j.mar.2003.11.001.
    11. Barkley, S. (2000). Are You in Balance? Outlook, 67(A), 34.
    12. Kaydos, W. (2004). What Should Your Company Measure Beside Financial Results? Balanced Scorecard Institute.
    13. Lincoln, M. (2008). News Research Shows Balanced Scorecard Helps Companies Achieve an Execution Premium. Business Wire.
    14. Martin, J. R. (2004). The Balanced Scorecard Concepts. White Paper- Balanced Scorecard Institute.
    15. Elefalk Kjell (2001). The balanced Scorecard of Swedish Police Service; 7000 officers in total quality management project. Total Quality Management, pp 958-966.
    16. Stawar, T., & Zipple, A. (2002). The strategy-focused organization: how balanced scorecard companies thrive in the new business environment, Psychiatric Rehabilitation Journal, vol.26 (2), pp 212 http://dx.doi.org/10.1037/h0094560.
    17. Rhom, H. (2004). A Balancing Act. PERFORM, 2(2), pp1-8.
    18. Stella, Mooraj, (1999). The Balanced Scorecard: a necessary good or an unnecessary evil. Europeon Management Journal, vol.1no. 7(5), pp 481-491.
    19. Lincoln, M. (2008). News Research Shows Balanced Scorecard Helps Companies Achieve an Execution Premium. Business Wire.

 

View

Download

Article ID: 3444
 
DOI: 10.14419/ijbas.v3i4.3444




Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.