<abstract xmlns="http://www.w3.org/1999/xhtml"><p>The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and activities and examine how the BSC should be formed in a manufacturing company. The BSC framework was examined via a case study in a yarn manufacturing company. The activities to be carried out by the company to achieve its objectives and how the appropriate measures are determined in evaluating the contribution of the activities to the achievement of objectives are explained under the BSC approach. The BSC implementation and adaptation have facilitated in a family owned company because of its fast decision-making process. Objectives are made clear in accordance with the company’s strategy and causal relationship between objectives and activities are linked by the strategy map. The BSC implementation shows that financial measures are not enough to evaluate the effects of all the activities on the objectives in a company. The cooperation between departments in the company and the efficiency of corporation meetings increases. The meetings have become more result-oriented due to clarifying objectives and responsibility of individual levels.</p></abstract>

The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and activities and examine how the BSC should be formed in a manufacturing company. The BSC framework was examined via a case study in a yarn manufacturing company. The activities to be carried out by the company to achieve its objectives and how the appropriate measures are determined in evaluating the contribution of the activities to the achievement of objectives are explained under the BSC approach. The BSC implementation and adaptation have facilitated in a family owned company because of its fast decision-making process. Objectives are made clear in accordance with the company’s strategy and causal relationship between objectives and activities are linked by the strategy map. The BSC implementation shows that financial measures are not enough to evaluate the effects of all the activities on the objectives in a company. The cooperation between departments in the company and the efficiency of corporation meetings increases. The meetings have become more result-oriented due to clarifying objectives and responsibility of individual levels.

The Determination of Performance Measures by Using a Balanced Scorecard Framework

Foundations of Management

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and...

The Determination of Performance Measures by Using a Balanced Scorecard Framework

Data publikacji: 04 maj 2019

Zakres stron: 43 - 56

DOI: https://doi.org/10.2478/fman-2019-0004

Słowa kluczowe
balanced scorecard, performance measures, strategy maps, strategic planning, manufacturing

© 2019 Irem Kefe, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The Determination of Performance Measures by Using a Balanced Scorecard Framework

Data publikacji: 04 maj 2019

Zakres stron: 43 - 56

DOI: https://doi.org/10.2478/fman-2019-0004

Słowa kluczowebalanced scorecard, performance measures, strategy maps, strategic planning, manufacturing

© 2019 Irem Kefe, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Słowa kluczowe
balanced scorecard, performance measures, strategy maps, strategic planning, manufacturing