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Nov 24, 2024

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The article by Dag & Tonny (2015) adoption of the Balanced Scorecard (BSC) has affected business results. After conducting a thorough literature study, the authors concluded that the BSC had a beneficial effect on many dimensions of performance, including those related to money, customers, internal processes, and personal development. Findings from the research indicate that businesses who have successfully adopted a BSC have more success than those that have not (Dag & Tonny, 2015). Better performance results may be achieved when the BSC is aligned with the organization's strategy, as emphasized by the authors. In sum, the article's empirical data demonstrates the BSC's worth in enhancing business effectiveness. This article by Geuser, Mooraj & Oyon (2009) provides a case study analysis of how one manufacturing firm used the Balanced Scorecard (BSC). The researchers gathered information via interviews, observations, and examination of corporate records to measure the BSC's effect on several aspects of productivity. Financial results, customer happiness, organizational efficiencies, and staff enthusiasm and engagement were all shown to have grown as a consequence of BSC adoption. Study results also stress the need of open lines of communication and encouraging participation from all staff members throughout the implementation phase (Geuser, Mooraj & Oyon, 2009). The researchers believe that the BSC is an excellent management tool that may enhance overall organizational performance. Overall, the two publications back up the benefits of using the Balanced Scorecard with hard data. Both articles highlight the beneficial effects of the BSC on business performance, but the second provides a case study to illustrate the BSC's usefulness in a particular organization. Both studies stress the value of integrating employee input into the BSC design and strategy development. These results indicate that the Balanced Scorecard may be an effective method for businesses to improve their efficiency in a variety of areas.

The Balanced Scorecard (BSC) provides a complete view of an organization's performance by combining financial, customer, internal process, and learning and growth measures. IT specialists may use the Business Service Center (BSC) to better manage their IT resources and fulfill their company's long-term objectives. The BSC calculates IT project and investment dollar value. Consider how much money may be saved, made, and made back. IT workers may make data-driven judgments and put the most valuable initiatives first if they keep tabs on financial performance. The requirements and expectations of both internal and external customers are prioritized in order to achieve success from a customer viewpoint. The BSC may be used by IT workers to gauge customer happiness, service quality, and speed of response. This point of view is useful for identifying problem areas and directing IT investments where they will do the best for customers (Geuser, Mooraj & Oyon, 2009). IT workflows and their efficacy as a whole are analyzed from an internal process viewpoint. The BSC allows IT workers to eliminate inefficiencies, standardize procedures, and enahnce output. IT workers may better allocate resources and complete IT projects on schedule and under budget using this view. Last but not least, the Balanced Scorecard's learning and growth viewpoint emphasizes the training and improvement of in-house IT assets. The BSC may be used by IT professionals to keep tabs on things like staff morale, new ideas, and the effectiveness of internal training programs. References Dag, M., & Tonny, S. (2015). The Balanced Scorecard: A Review of Five Research Areas. American Journal of Management . 15(2), 24-41.

Geuser, F. D., Mooraj, S., & Oyon, D. (2009). Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance. European Accounting Review . 18(1), 93- 122. DOI: 10.1080/09638180802481698

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