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A Study of Evaluating Organizational Performance Based on Balanced Scoresheet Viewpoint

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  • Cheng-Wen Lee
  • Chin Kun Chang

Abstract

Enterprise organizational performance refers to the number, quality, efficiency and profitability of tasks completed by individual members of an organization in a certain period of time. The realization of enterprise organizational performance should be based on the realization of individual performance, but the realization of individual performance does not necessarily guarantee that the enterprise organization has performance. If the performance of an enterprise organization is broken down to every job and every person according to a certain logical relationship, as long as each person meets the requirements of the enterprise organization, the performance of the enterprise organization can be achieved. The balanced scorecard (BSC) is a well-designed indicator system according to the strategic requirements of the enterprise organization. According to Kaplan and Norton, BSC is a tool for performance management. The management tools of its business strategy measure the business situation of the enterprise from four aspects: finance, customers, internal process of the enterprise, learning and growth, so as to improve the organizational performance, from a to a +, towards the long-term development of the enterprise. It decomposes the strategic objectives of the enterprise into various specific and balanced performance evaluation index systems, and evaluates the realization of these evaluation indexes in different periods of time, and continuously modifies and improves them, so as to establish a reliable basis for the completion of the strategic objectives of the enterprise. Therefore, this study explores the use of BSC in business management strategy framework, through the logical analysis of experts and scholars, to find out the appropriate criteria; to establish a complete business management system, so as to contribute to the operation of business strategy for improving organizational performance, establishing customer value, and making the business sustainable. JEL classification numbers: D23, C52, K32.

Suggested Citation

  • Cheng-Wen Lee & Chin Kun Chang, 2020. "A Study of Evaluating Organizational Performance Based on Balanced Scoresheet Viewpoint," Advances in Management and Applied Economics, SCIENPRESS Ltd, vol. 10(6), pages 1-3.
    • Handle: RePEc:spt:admaec:v:10:y:2020:i:6:f:10_6_3
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    References listed on IDEAS

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    1. Nathália de Melo Santos & Marcelo Bronzo & Marcos Paulo Valadares de Oliveira & Paulo Tarso Vilela de Resende, 2014. "Organizational Culture, Organizational Structure and Human Resource Management as Bases for Business Process Orientation and their Impacts on Organizational Performance," Brazilian Business Review, Fucape Business School, vol. 11(3), pages 100-122, June.
    2. Lorenzo Lucianetti, 2010. "The impact of the strategy maps on balanced scorecard performance," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 12(1), pages 21-36.
    3. Mao, Tiantian & Hu, Taizhong, 2010. "Stochastic properties of INID progressive Type-II censored order statistics," Journal of Multivariate Analysis, Elsevier, vol. 101(6), pages 1493-1500, July.
    4. Stephen J. DeCanio & Catherine Dibble & Keyvan Amir-Atefi, 2000. "The Importance of Organizational Structure for the Adoption of Innovations," Management Science, INFORMS, vol. 46(10), pages 1285-1299, October.
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    More about this item

    Keywords

    Organizational Performance; Balanced Scorecard; Operation.;
    All these keywords.

    JEL classification:

    • D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights
    • C52 - Mathematical and Quantitative Methods - - Econometric Modeling - - - Model Evaluation, Validation, and Selection
    • K32 - Law and Economics - - Other Substantive Areas of Law - - - Energy, Environmental, Health, and Safety Law

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