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This paper proposes a performance measurement system (PMS) based on the Balanced Scorecard (BSC) that requires only 25 common key performance indictors (KPIs), which are characterized by their easiness to collect, in turn making the PMS an affordable instrument for all types of organizations, regardless of their resource availability. This is particularly relevant for SMEs.

A sample of 813 surveys collected from managers in the Republic of Croatia is analyzed through structural equation modeling. The proposed simplified BSC shows good psychometric features, and the relationships found among the four classical perspectives are consistent with the literature, which provides homological validity for the model.

This paper also proves that the equilibrium among the four perspectives has a significant impact on three perspectives, vouching for the importance of this balance among perspectives. It further shows the extent to which strategy influences the four perspectives. The proposed simplified BSC may interest both academics and practitioners as it does not require any special knowledge or additional resources to be implemented and monitored while also highlighting (i) the importance of strategy in the design of the model (ii) and the importance of balance among perspectives.

Aquest article proposa un sistema de mesurament del rendiment (PMS) basat en el Balanced Scorecard (BSC) que només requereix 25 indicadors de rendiment clau (KPIs) comuns, que es caracteritzen per la seva facilitat de recollir, convertint el PMS en un instrument assequible per a tot tipus d’organitzacions, independentment de la seva disponibilitat de recursos. Això és especialment rellevant per a les pimes.

S’analitza una mostra de 813 enquestes recopilades de directius a la República de Croàcia mitjançant el modelatge d’equacions estructurals. El BSC simplificat proposat mostra bones característiques psicomètriques i les relacions que es troben entre les quatre perspectives clàssiques són coherents amb la literatura, que proporciona validesa homològica al model.

Aquest article també demostra que l’equilibri entre les quatre perspectives té un impacte significatiu en tres perspectives, que garanteix la importància d’aquest equilibri entre les perspectives. A més, mostra fins a quin punt l’estratègia influeix en les quatre perspectives. El BSC simplificat proposat pot interessar tant als acadèmics com als professionals, ja que no requereix cap coneixement especial ni recursos addicionals per implementar-los i fer-ne el seguiment alhora que ressalta (i) la importància de l’estratègia en el disseny del model (ii) i la importància de l’equilibri entre perspectives.

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Written by Marc Oliveras

Article 3, Volume 5 Issue 2

A Simplified Balanced ‘Balanced Scorecard’

Frederic Marimon and Ivan Malbasic

DOI:

Abstract


This paper proposes a performance
measurement system (PMS) based on the Balanced Scorecard (BSC) that requires
only 25 common key performance indictors (KPIs), which are characterized by
their easiness to collect, in turn making the PMS an affordable instrument for
all types of organizations, regardless of their resource availability. This is
particularly relevant for SMEs.

A sample of 813 surveys collected
from managers in the Republic of Croatia is analyzed through structural
equation modeling. The proposed simplified BSC shows good psychometric
features, and the relationships found among the four classical perspectives are
consistent with the literature, which provides homological validity for the model.

This paper also proves that the
equilibrium among the four perspectives has a significant impact on three
perspectives, vouching for the importance of this balance among perspectives.
It further shows the extent to which strategy influences the four perspectives.

The proposed simplified BSC may interest both
academics and practitioners as it does not require any special knowledge or
additional resources to be implemented and monitored while also highlighting
(i) the importance of strategy in the design of the model (ii) and the
importance of balance among perspectives.

Keywords


Download Article

Written by Marc Oliveras

Article 2, Volume 5 Issue 2

Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order.

Sharon Gotteiner, Marta Mas-Machuca and Frederic Marimon

DOI:

Abstract


The turnaround research is still challenged by the inconsistent terminology, hierarchy, and classification of turnaround activities. This study aims to correct such inconsistencies and proposes a synthesized, coherent hierarchy of classifications, namely turnaround stages, strategies, and tactics. Turnaround tactics that are rarely covered by academic studies get indexed and linked to turnaround strategies and stages, while at the same time correcting inconsistencies within the predominant literature. The structure proposed herein can support empirical research of a higher resolution that will go down to specific turnaround tactics and contingencies, as well as support actual decision-making processes faced by executives in challenging business situations.

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Written by Marc Oliveras

Article 1, Volume 5 Issue 2

Seasonality, Infrastructures and Economic growth in Touristic islands.

Juan Pedro Aznar, Josep Maria Sayeras Maspera and Jordi Vives

DOI:

Abstract


Tourism is the main economic activity in some small islands that have became very dependent on this activity. Sun and beach destinations are characterized by high levels of seasonality, with consequences on unemployment, economic activity diversification and GDP per capita. This paper analyzes the empirical evidence from the Balearic island of Mallorca, one of the most important touristic destinations in Spain. This research has analyzed the existence of correlation between seasonality and unemployment, GDP per capita, housing prices, the paper also examines the importance of location and infrastructure. The variable with a highest explanatory capacity in terms of GDP per capita is the distance to the airport. National and regional governments must consider the importance of infrastructures and the role seasonality plays in economic growth and economic activity diversification; the understanding of these relations will help to develop the most adequate public policies.

Keywords


  • Seasonality
  • Infrastructures
  • Location
  • Islands’ tourism

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Written by Marc Oliveras

Volume 5 – Issue 1

1 2 3

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