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Strategic Performance Management with the Balanced Scorecard in Small and Medium-Sized Enterprises
(2015)
Although the Balanced Scorecard, designed by Kaplan and Norton in 1992, seems to be established as accepted performance measurement and management tool, a minority of small and medium-sized enterprises were recognised using it. Thus, further investigation of this minority was seen as interesting. Therefore, the purpose of this study is to demonstrate and examine possible drivers and challenges within small and medium-sized enterprises using a Balanced Scorecard and additionally provide areas of improvement for the analysed company, tecnotron. In order to reach this, a company study was conducted, clustering around three types of data collection, including the analysis of company documents, information obtained from general managers, and semi-structured personal interviews with six key persons of the middle management. This enabled to create a holistic view of the current practices used at tecnotron and revealing possible issues with regard to their performance measurement framework and system. The results of the study demonstrated that quality certification norms are supportive approaches and can be seen as drivers to succeed in developing and using a Balanced Scorecard in small and medium-sized enterprises. Moreover, the study results primarily indicated challenges regarding the selection of measures and the movement towards a strategically linked Balanced Scorecard with the perception as strategic management tool. For tecnotron it was recommended that the consideration of establishing linkages among their objectives, with the help of a strategy map, could be advantageous for their future development.
The purpose of this study is to research the impact of enterprise social software on performance management in order to explain the statement of this thesis: performance management can benefit from social software. The thesis first defines the emergent collaborative performance management and enterprise social software systems against the background of the need for ‘modernized’ Human Resource systems. Then, interviews were conducted in order to determine the critical success factors of implementing enterprise social software into business systems and processes. Finally, the derived critical success factors are discussed and compared to different assumptions that are made in literature about the impact of enterprise social software on performance management.
It was concluded that performance management can benefit from enterprise social software, but under specific conditions such as rules and policies. Organizations that embrace new technologies and use enterprise social software in compliance with their objectives, strategies and policies can enjoy increased productivity and a collaborative business culture with highly engaged employees.