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1

The Role of the Balanced Scorecard in Adopting and Implementing Business Strategy

100%
Penc-Pietrzak I.
Pieniądze i Więź
|
2007
|
vol. 10
|
issue 2(35)
50-60
EN
The balanced scorecard is a management system that enables organisations to clarify their vision and strategy in order to translate them into action. It provides feedback for both the internal business processes and external outcomes in order to improve strategic performance and results. The balanced scorecard suggests that we view the organisation from four perspectives: financial, customer oriented, business process and learning and growth. It also helps in determining features that help measure progress in achieving strategic goals. Balanced Scorecard is helpful and therefore it should be recommended organisations.
2

HOTEL SECTION MANAGEMENT BY USING BALANCED SCORECARD (Zarzadzanie dzialem obslugi klienta poprzez wykorzystanie Strategicznej Karty Wynikow na przykladzie hotelu)

63%
Lysy A., Sztorc M.
Contemporary Economics
|
2009
|
issue 2(10)
103-119
EN
The paper presents some problems in using Balanced Scorecard (BSC) in a hotel section. Fundamental element, which marks out BSC conception, is consolidation around vision and strategy appointed by the hotel management. Well compiled strategy should join all the targets and indexes, which compose four perspectives in BSC. Hotel section is the main gaining centre in the hotel, because the service quality is the main target of management strategy. BSC is a tool, which should not only measure effectiveness, but also implement changes, as soon as possible, so that the effects and expected results will be quick achieved. Most of the companies, which have used this conception, have treated it as a basic management system that joins strategy and operational activity. Therefore it is necessary to improve, modernize and create new sub perspectives in compiled BSC.
3
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Przyczyny niepowodzeń we wdrażaniu Balanced Scorecard

51%
Kujawa A., Siemionek M.
Zarządzanie i Finanse
|
2012
|
vol. 1
|
issue 3
475-487
EN
This paper tackles the reasons for Balanced Scorecard failures in the companies. The aim of the first part is to present the essence, characteristics of Balanced Scorecard as an effective tool of making decisions, that are more efficient and diverse, in companies. The further goal was to show various type of failures during Balanced Scorecard implementation. The paper pinpoints three theoretical underpinnings and the current analysis of the reasons for BSC failures from the perspective of different authors.
4
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Strategiczna orientacja przedsiębiorstwa z wykorzystaniem Balanced Scorecard

51%
Siemionek M., Kujawa A.
Zarządzanie i Finanse
|
2012
|
vol. 1
|
issue 2
519-531
EN
The article presents the main issues related to the Balanced Scorecard. It describes the origin and construction of this tool. It sets the objectives of using Balanced Score-card and its impact on the company. One of the most important objectives of using it is possibility to align business activities to the vision and strategy of the organization. It compares the advantages and disadvantages of using Balanced Scorecard among different companies. Research indicates that improved business performance is linked positively to the extent of use strategic planning within organizations. To reap these benefit, enterprises must introduce strategic planning processes. The Balanced Scorecard is a popular performance management framework strongly associated with managing the implementation of strategic plans.
5

Kapital intelektualny - wybrane narzedzia pomiaru

51%
Kalisiak-Medelska M.
Biblioteka Regionalisty
|
2010
|
issue 10
71-81
EN
The article focuses on the topic of intellectual capital which influences to a greater degree the value of an organization and its position. The author also discusses the concept of balance score card (BSC). BSC is one of the methods of intellectual capital measurement that might be applied in public administration.
6
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Strategiczna karta wynikow jako narzedzie realizacji strategii IT w przedsiebiorstwie

51%
Jelonek D., Turek T.
Informatyka Ekonomiczna
|
2011
|
issue 19
56-66
EN
The paper presents a classic version of Balance Scorecard and the examples of its modification depending on the requirements of a given enterprise. The procedure of Balance Scorecard adaptation to the needs of Information Technology management is proposed, especially for the implementation of IT strategy in the enterprise. The practical effect of theoretical considerations is a review of software used in the implementation of Balance Scorecard and the formulation of a criteria list helpful in the selection of the best solution for a given enterprise.
7
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OPERATIONAL CONTROLLING - A TOOL OF TRANSLATING STRATEGY INTO ACTION

44%
Sliwczynski B.
LogForum
|
2011
|
vol. 7
|
issue 1
EN
Enterprises have a lot of problems with realization their strategic aims in the fast changing and competitive business arena from many years. Effective execution of strategic plan needs its translating into action, task results and indicators of everyday activities. The success on the market is attainable by communicating strategic and operating goals on the each level of organizational structure and their connecting with budget of units or employee motivation. The scorecards balancing in finance, customer, process and development perspectives is very useful for pointing - what do we control with? or - what do we have to achieve? But doesn't answer to question about ways of enterprise managing. Main aim of the article is proving that operational controlling system is a essential tool for translating strategy into action. The Balanced Scorecard methodology should to take into consideration system and process connection of enterprise with procurement, co-operation or distribution supply chain also.
8

SYSTEM BALANCED SCORECARD V PODNIKOVOM RIADENÍ

44%
Gavurová B.
Ekonomický časopis (Journal of Economics)
|
2011
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vol. 59
|
issue 2
163 – 177
EN
The article deals with the Balanced Scorecard (BSC), the system that reacted to the criticized explanatory ability of the value criteria for measuring the performance of an enterprise. The change, which was brought by this concept, was the extension and linking of performance measurements of purely financial indicators to indicators from other perspectives of enterprise's activity. Besides theoretical review of BSC, its characteristics, evolution, reasons for and benefits of the application, the author presents the results of the first exhaustive survey in Slovak firms implementing BSC and their clients – companies with deployed BSC systems. She concludes with the comparison of her findings and the research results of renowned American Balanced Scorecard Institute.
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