This study aims to investigate the usage of performance measures, conceptualized as the BSC measures, within an organizational context.
This research considers itself as a descriptive research. The questionnaire was distributed to 46 private Palestinian firms operating in Ramallah from different sectors. The results revealed that the usage of financial measures is still high and ranked first among the four perspectives of the BSC measures. However, the usage of non-financial measures is growing.
Only reliance on financial based performance measures is inadequate in the new manufacturing environment. Increase awareness of the importance of non financial performance measures in providing long-term value creation and long-term strategic focus as well as their effects on firm performance leads to several innovations in the area of performance measurement system. One of the widely known innovations in this area is called balanced scorecard (BSC) which has been originated by Kaplan and Norton in 1992. The BSC combines traditional financial measures with non-financial measures through focusing on four perspectives – financial, customers, internal business processes, and learning and growth.
Table of Contents
Chapter One
1.1 Introduction:
1.2 Key Terms:
1.3 Problem Statement:
1.4 Need For The Study:
1.5 Research Objectives:
1.6 Research Questions:
1.7 Limitation:
Chapter two
2.1 Introduction:
2.2 Balance Scorecard:
2.3 Why Balanced Scorecard:
2.4 Balanced Scorecard Perspectives:
2.4.1 Financial perspective:
2.4.2 Customer perspective:
2.4.3 Internal business process perspective:
2.4.4 Learning and Growth perspective:
2.5 Vision and Strategy:
2.5.1 Vision:
2.5.2 Strategy:
2.6 Related Studies:
Chapter Three
3.1 Research methodology:
3.2 Research Population and Sample:
3.3 Data Sources:
3.4 Research Validity:
3.5 Research Reliability:
3.6 Statistical Analysis:
Chapter Four
4.1 Findings:
5.1 The main conclusion of this research:
5.2 Recommendation:
Chapter Six
6.1 References
Objectives & Core Topics
This study aims to investigate the extent to which Palestinian private companies utilize the Balanced Scorecard (BSC) as an integrated performance measurement system, exploring the relationship between strategy, firm size, and the application of non-financial performance metrics.
- Evolution of performance measurement from financial to integrated models.
- Application of the four BSC perspectives (financial, customer, internal process, learning and growth).
- Analysis of current performance measurement practices in Palestinian firms.
- Investigation of the impact of firm size and organizational structure on BSC adoption.
- Integration of strategic vision with operational objectives.
Excerpt from the Book
2.4 Balanced Scorecard Perspectives:
Balanced scorecard model depends on four perspectives as Kaplan and Norton (1992) explain. These perspectives are: financial perspective, customer perspective, internal process perspective and learning and growth perspective.
2.4.1 Financial perspective:
The financial aspect focuses on the financial success of the company. This dimension measures the balance sheet, income statement, cash flow statement, total assets and alternative financial performance such as economic value added, recycling income and sales growth by channel Wisner (2009).
The financial perspective’s main goal is to improve shareholders value. To do this, there are two main focus points, revenue growth strategy and productivity strategy. Example of strategy that would increase revenue growth is by building new franchise and increasing customer value and productivity strategy could be by improving cost structure and improve asset utilization Niven (2002).
Summary of Chapters
Chapter One: Introduces the study, defining the performance measurement problem, the research objectives, and key terminology related to the Balanced Scorecard.
Chapter two: Discusses the theoretical framework of the Balanced Scorecard, detailing its four core perspectives and its role in connecting company vision and strategy.
Chapter Three: Details the research methodology, including the population, sample selection of 46 Palestinian firms, and data collection sources.
Chapter Four: Presents the statistical findings and analysis of the survey data regarding performance measurement tools used by the target companies.
Chapter Five: Offers the research conclusions, identifying the prevalence of financial metrics and providing recommendations for adopting integrated systems.
Chapter Six: Provides a comprehensive list of references used throughout the research.
Keywords
Balanced Scorecard, Performance Measurement, Financial Measures, Non-financial Measures, Strategic Management, Palestinian Companies, Business Strategy, Firm Size, Organizational Performance, Customer Perspective, Internal Processes, Learning and Growth, Shareholders Value, Vision, Implementation
Frequently Asked Questions
What is the primary focus of this research?
The research examines whether Palestinian private companies are using the Balanced Scorecard (BSC) as an integrated performance measurement tool in their daily operations.
What are the core thematic areas discussed in the work?
The study covers the transition from traditional financial-only performance metrics to the multidimensional BSC framework, emphasizing the four perspectives of financial, customer, internal business processes, and learning and growth.
What is the primary research goal?
The goal is to explore the awareness and usage level of BSC in the Palestinian context and to determine if there is a correlation between firm size, business strategy, and the adoption of integrated performance systems.
Which scientific methodology is applied?
The study utilizes a descriptive analytical process, incorporating an extensive literature review and a survey conducted via a questionnaire distributed to 46 private firms in Ramallah.
What does the main part of the document cover?
The main part covers the theoretical background of the Balanced Scorecard, current global implementations, and a detailed statistical analysis of performance practices within the Palestinian corporate landscape.
Which keywords best describe this study?
Key terms include Balanced Scorecard, Performance Measurement, Strategic Management, Financial Metrics, and Palestinian Private Sector.
Why do many Palestinian companies struggle with BSC implementation?
According to the findings, most firms are small and utilize centralized structures, which often lack the cross-departmental integration required for effective BSC application.
Does firm size impact the usage of the Balanced Scorecard?
Yes, the data indicates a relationship between size and BSC adoption, as larger firms tend to utilize more decentralized structures that better facilitate the participation-based philosophy of the Balanced Scorecard.
- Quote paper
- Duaa Abu Hamde (Author), 2013, Performance measurement in palestinian companies. The use of the balanced scorecard (BSC) method by private firms operating in Ramallah, Munich, GRIN Verlag, https://www.grin.com/document/317688
