Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)

The balanced scorecard (BSC) was introduced by Kaplan and Norton in 1992 as a result of a comprehensive study over a period of one year involving twelve companies which were deemed to be at the leading edge in performance measurement. Since then, the BSC has been regarded as an important managerial...

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Main Authors:	Abdullah, Shamsul Nahar, Mohd Yusof @ Mohamed, Borhanudin, Tengku Mohd. Yusof, Tengku Farah Maimunah
Format:	Article
Language:	English
Published:	Penerbit Universiti Malaysia Terengganu (UMT) 2013
Subjects:	HF5601 Accounting. Bookkeeping
Online Access:	http://irep.iium.edu.my/30754/ http://irep.iium.edu.my/30754/1/ABC_JBSD.pdf

id	iium-30754
recordtype	eprints
spelling	iium-307542014-12-27T04:04:27Z http://irep.iium.edu.my/30754/ Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang) Abdullah, Shamsul Nahar Mohd Yusof @ Mohamed, Borhanudin Tengku Mohd. Yusof, Tengku Farah Maimunah HF5601 Accounting. Bookkeeping The balanced scorecard (BSC) was introduced by Kaplan and Norton in 1992 as a result of a comprehensive study over a period of one year involving twelve companies which were deemed to be at the leading edge in performance measurement. Since then, the BSC has been regarded as an important managerial tool that enables a firm to translate its vision and mission into objectives and performance measures which are measurable. Though it has been around for almost two decades, its implementation, especially in Malaysia, is limited. This paper attempts to document a case study of a successful implementation of the BSC involving a Malaysian firm. The results show that company spent a substantial amount of resources to train its staff, create awareness, revisit strategies, and develop scorecards at the company, department and individual levels. To ensure the success of the project, the company formed a BSC steering committee, conducted education programmes and purchase BSC software. It was noted that the BSC assisted employees in clarifying what they should do in relation to the firm's objectives and it helped to align the individual and department effort to the overall corporate mission and vision. Penerbit Universiti Malaysia Terengganu (UMT) 2013-03 Article PeerReviewed application/pdf en http://irep.iium.edu.my/30754/1/ABC_JBSD.pdf Abdullah, Shamsul Nahar and Mohd Yusof @ Mohamed, Borhanudin and Tengku Mohd. Yusof, Tengku Farah Maimunah (2013) Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang). Journal of Business and Social Development, 1 (1). pp. 1-13. ISSN 2289-2915
repository_type	Digital Repository
institution_category	Local University
institution	International Islamic University Malaysia
building	IIUM Repository
collection	Online Access
language	English
topic	HF5601 Accounting. Bookkeeping
spellingShingle	HF5601 Accounting. Bookkeeping Abdullah, Shamsul Nahar Mohd Yusof @ Mohamed, Borhanudin Tengku Mohd. Yusof, Tengku Farah Maimunah Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
description	The balanced scorecard (BSC) was introduced by Kaplan and Norton in 1992 as a result of a comprehensive study over a period of one year involving twelve companies which were deemed to be at the leading edge in performance measurement. Since then, the BSC has been regarded as an important managerial tool that enables a firm to translate its vision and mission into objectives and performance measures which are measurable. Though it has been around for almost two decades, its implementation, especially in Malaysia, is limited. This paper attempts to document a case study of a successful implementation of the BSC involving a Malaysian firm. The results show that company spent a substantial amount of resources to train its staff, create awareness, revisit strategies, and develop scorecards at the company, department and individual levels. To ensure the success of the project, the company formed a BSC steering committee, conducted education programmes and purchase BSC software. It was noted that the BSC assisted employees in clarifying what they should do in relation to the firm's objectives and it helped to align the individual and department effort to the overall corporate mission and vision.
format	Article
author	Abdullah, Shamsul Nahar Mohd Yusof @ Mohamed, Borhanudin Tengku Mohd. Yusof, Tengku Farah Maimunah
author_facet	Abdullah, Shamsul Nahar Mohd Yusof @ Mohamed, Borhanudin Tengku Mohd. Yusof, Tengku Farah Maimunah
author_sort	Abdullah, Shamsul Nahar
title	Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
title_short	Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
title_full	Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
title_fullStr	Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
title_full_unstemmed	Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)
title_sort	implementation of the balanced scorecard (pelaksanaan kad skor berimbang)
publisher	Penerbit Universiti Malaysia Terengganu (UMT)
publishDate	2013
url	http://irep.iium.edu.my/30754/ http://irep.iium.edu.my/30754/1/ABC_JBSD.pdf
first_indexed	2023-09-18T20:44:59Z
last_indexed	2023-09-18T20:44:59Z
_version_	1777409614896168960

Implementation of the Balanced Scorecard (Pelaksanaan kad skor berimbang)

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