STRATEGIC PERFORMANCE MEASUREMENT GUIDELINES AND FRAMEWORK TO MERGE BALANCED SCORECARDS AND BUSINESS INTELLIGENCE TECHNIQUES

Main Article Content

Article Sidebar

PDF Cover Letter
Published Oct 19, 2013
Marwa Muhammad Solayman
Helwan University, Faculty of computers and information

Abstract

recently lots of companies in the world today make use of the Balanced Scorecard as their tool for managing the organization performance. The main challenge is to have an integrated measurement framework that effectively defines the performance measures and link them to the organizations strategies, then to analyze the represent and report the measured data and analyzing them; here comes the role of the BI as an essential key factor that contributes in presenting and translating the measurement results.

 

This paper is focusing on adopting the Balanced Scorecard (BSC) as a key framework for managing and measuringthe companies’ businesses. In addition to being a strong tool for communication of key strategies, the BSC provides clear linkages between strategies, the business processes by which the strategies are executed, and the Key Performance Indicators (KPIs) that measure business performance, moreover,a quick look is provided for how the BSC results can be presented using the business intelligence techniques.

Abstract 240 | PDF Downloads 206 Cover Letter Downloads 0

Article Details

References
[1] S. Williams, “BI and Balanced Scorecards: Key Tools in the
Performance Management Toolkit,” DecisionPath Consulting, 2008.
[2] M. Nemtsev, “Balanced Scorecards and performancepoint,” senior consultant, Gen-I, 2010.
[3] S. Ghosh, S Mukherjee “Measurement of corporate performance through Balanced Scorecard : an overview,” Vidyasagar University, Journal of Commerce, Vol. 11, 2006.
[4] B Paladino, N Williams “Moving strategy forward: merging the Balnanced Scorecard and Business Intelligence,“ Busienss Performance Management, 2008
[5] Robert S. Kaplan, David P. Norton, “The strtegy focused organization,” Vol. 23, No. 1(3 parts) Part 1, 2001.
[6] Robert S. Kaplan, David P. Norton, “The Balanced Scorecard – measure the drive performance,” Harvard business review, 1992.
[7] John M. Kamensky, “Top ten list: key factors that make a Balanced Scorecard successful,”IBM center for the business of government, 2005.
[8] B Kali, “Strategic performance measurement,” RK Business Development LLC, 2003.
[9] Paul R. Niven R l,”Balanced Scorecard step-by-step: maximizing performance and maintaining results,” ISBN-10: 0471780499, ISBN-13: 978-0471780496 , Edition: 2, 2006.
[10] C Olszak, E Ziemba, “Approach to Building and Implementing Business Intelligence Systems,” Interdisciplinary Journal of Information, knowledge, and Management, Volume 2, 2007
Issue
Vol 3 No 10 (2013): ASIAN JOURNAL OF COMPUTER SCIENCE AND INFORMATION TECHNOLOGY
Section
Articles

COPYRIGHT AGREEMENT AND AUTHORSHIP RESPONSIBILITY

 All paper submissions must carry the following duly signed by all the authors:

“I certify that I have participated sufficiently in the conception and design of this work and the analysis of the data (wherever applicable), as well as the writing of the manuscript, to take public responsibility for it. I believe the manuscript represents valid work. I have reviewed the final version of the manuscript and approve it for publication. Neither has the manuscript nor one with substantially similar content under my authorship been published nor is being considered for publication elsewhere, except as described in an attachment. Furthermore I attest that I shall produce the data upon which the manuscript is based for examination by the editors or their assignees, if requested.”