BibTex RIS Kaynak Göster

Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania

Yıl 2017, Cilt: 3 Sayı: 4, 643 - 652, 01.12.2017

Öz

The board of the Directory of transport decided to implement Total Quality Management in the beginning of the 2013. In 2013 the Directory decided to implement the Balanced Scorecard (BSC) as a new way of following up the units’ results. The BSC implementation has led to that all production units write their follow-up reports according to the perspectives suggested in the BSC framework. The head of the production units are responsible for the dissemination and implementation of the BSC in their own units. The purpose of the thesis is to increase the understanding of the use of the BSC in an organization in the Albania. Two research questions derive from the purpose: (1) How is the BSC designed, implemented and used in the organization? (2) What factors enable or constrain the use of the BSC in the organization? Findings from the case study show that the BSC is used in the annual planning, in reporting measures to superiors and in following up the activities in the transport organization. The BSC is also used in discussions between employees, to disseminate information within and outside the organization, to create orderliness and understanding of the annual activities, and in developmental activities.The findings indicate that the BSC has been adapted to the current conditions of the organization with regard to the existing terminology and organizational structures. The BSC is not primarily used as a strategic management system, but rather as an information system that aims to communicate measurable information within and outside the organization. The autonomy of the department and units enables people to develop their own scorecards without considerable influence from superiors. The emphasis on employees’ participation is also identified as an important aspect in making people accept the new concept. In addition, the case shows that change agents play a major role in how the BSC is used in the organization today. Several adaptations have been made to current conditions, that both enable and constrain the use of the BSC in the transport organization

Kaynakça

  • Anthony, R. N. and V. Govindarajan (2001). Management control systems. Boston,McGraw- Hill.
  • Arvidsson, M. (2003). Robust Design Experimentation and Dispersion Effects. Department of Quality Sciences. Göteborg, Chalmers University of Technology: 40.
  • Axelsson, J. and B. Bergman (1999). Att bygga och riva pyramider - offensivkvalitets- och arbetsutveckling. Ständig förbättring - om utveckling av arbete ochkvalitet. T. Nilsson. Solna, Arbetslivsinstitutet: 31-96.
  • Beer, M. and N. Nohria (2000). Resolving the Tension between Theories E and O of Change. Breaking the Code of Change. M. Beer and N. Nohria. Boston, Harvard Business School Press.
  • Carlsson, J. (2000). Logistiskt Förändringsarbete - olika ansatser för operativ utveckling. Department of Management and Economics. Linköping, Linköping University: 107.
  • Dahlgaard, J. J. and S. M. P. Dahlgaard (2002). TQM Measurements - A Metrology for Improvement and Change. IAQ Quality Improvement Handbook. US, International Academy for Quality and ASQ Quality Press.
  • Dahlgaard, J. J., K. Kristensen and G. K. Kanji (1998). Fundamentals of Total Quality Management. London, Chapman & Hall.
  • Deming, W. E. (1986). Out of the Crisis - Quality, Productivity and Competitive position. Cambridge, Cambridge University Press.
  • Deming, W. E. (1993). The New Economics for Industry, Government and Edcucation. Massachusetts, MIT Center for Advanced Engineering Study.
  • Drucker, P. F. (1955). The Practice of Management. London, The Heinemann Group.Linköping, Linköpings universitet: 196.
  • Ekros, J.-P. (2000). Quality in Software Development - Methods for Fault Prediction and Cause Analysis. Division of Quality Technology and Management. Linköping, Linköpings universitet: 96.
  • Guba, E. G. and Y. S. Lincoln (1994). Competing Paradigms in Qualitative Research. Handbook of Qualitative Research. N. K. Denzin and Y. S. Lincoln. New York, Sage Publications: 105-117.
  • Haanes, K. and B. Lowendahl (1997). The Unit of Activity: Towards an Alternative to the Theories of the Firm. Strategy, Structure and Style. H. Thomas, D. O'Neal and M. Ghertman. Chichester; New York, Wiley.
  • Hutchins, E. (1995). Cognition in the Wild. Cambridge, Massachusetts, MIT Press.
  • Juran, J. M. (1951). The Quality Control Handbook. New York, McGraw-Hill.
  • Juran, J. M. (1964). Managerial Breakthrough: A New Concept of the Manager's Job. New York, McGraw-Hill.
  • Juran, J. M. and F. M. Gryna (1980). Quality planning and analysis. New York
  • Kammerlind, P. (2000). On the Use fo Design of Experiments in Systems Engineering.
  • Kaplan, R. S. and D. P. Norton (1996b). The Balanced Scorecard: translating strategy into action. Boston, Harvard Business School Press.
  • Kaplan, R. S. and D. P. Norton (2001). The Strategy-focused Organization. Boston, Harvard Business School Press.
  • Keller, C. and J. D. Keller (1996). Thinking and acting with iron. Understanding practice - Perspectives on activity and context. J. Lave and S. Chaiklin. Cambridge, Cambridge University Press: 125-143.
  • Marr, D. (1982). Vision: A Computational Investigation into the Human Representation and Processing of Visual Information. New York, Freeman.
  • Olsson, J. (2002). Factors of Importance for Understanding Successful ImprovementInitiatives in Swedish Health Care. Department of Total Quality Management.Göteborg, Chalmers University of Technology: 98.
  • Olve, N.-G., C.-J. Petri, J. Roy and S. Roy (2003). Making Scorecards Actionable. Stockholm, Wiley.
  • Pettigrew, A. and R. Whipp (1991). Managing change for competitive success. Cambridge, Blackwell.

Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania

Yıl 2017, Cilt: 3 Sayı: 4, 643 - 652, 01.12.2017

Öz

Kaynakça

  • Anthony, R. N. and V. Govindarajan (2001). Management control systems. Boston,McGraw- Hill.
  • Arvidsson, M. (2003). Robust Design Experimentation and Dispersion Effects. Department of Quality Sciences. Göteborg, Chalmers University of Technology: 40.
  • Axelsson, J. and B. Bergman (1999). Att bygga och riva pyramider - offensivkvalitets- och arbetsutveckling. Ständig förbättring - om utveckling av arbete ochkvalitet. T. Nilsson. Solna, Arbetslivsinstitutet: 31-96.
  • Beer, M. and N. Nohria (2000). Resolving the Tension between Theories E and O of Change. Breaking the Code of Change. M. Beer and N. Nohria. Boston, Harvard Business School Press.
  • Carlsson, J. (2000). Logistiskt Förändringsarbete - olika ansatser för operativ utveckling. Department of Management and Economics. Linköping, Linköping University: 107.
  • Dahlgaard, J. J. and S. M. P. Dahlgaard (2002). TQM Measurements - A Metrology for Improvement and Change. IAQ Quality Improvement Handbook. US, International Academy for Quality and ASQ Quality Press.
  • Dahlgaard, J. J., K. Kristensen and G. K. Kanji (1998). Fundamentals of Total Quality Management. London, Chapman & Hall.
  • Deming, W. E. (1986). Out of the Crisis - Quality, Productivity and Competitive position. Cambridge, Cambridge University Press.
  • Deming, W. E. (1993). The New Economics for Industry, Government and Edcucation. Massachusetts, MIT Center for Advanced Engineering Study.
  • Drucker, P. F. (1955). The Practice of Management. London, The Heinemann Group.Linköping, Linköpings universitet: 196.
  • Ekros, J.-P. (2000). Quality in Software Development - Methods for Fault Prediction and Cause Analysis. Division of Quality Technology and Management. Linköping, Linköpings universitet: 96.
  • Guba, E. G. and Y. S. Lincoln (1994). Competing Paradigms in Qualitative Research. Handbook of Qualitative Research. N. K. Denzin and Y. S. Lincoln. New York, Sage Publications: 105-117.
  • Haanes, K. and B. Lowendahl (1997). The Unit of Activity: Towards an Alternative to the Theories of the Firm. Strategy, Structure and Style. H. Thomas, D. O'Neal and M. Ghertman. Chichester; New York, Wiley.
  • Hutchins, E. (1995). Cognition in the Wild. Cambridge, Massachusetts, MIT Press.
  • Juran, J. M. (1951). The Quality Control Handbook. New York, McGraw-Hill.
  • Juran, J. M. (1964). Managerial Breakthrough: A New Concept of the Manager's Job. New York, McGraw-Hill.
  • Juran, J. M. and F. M. Gryna (1980). Quality planning and analysis. New York
  • Kammerlind, P. (2000). On the Use fo Design of Experiments in Systems Engineering.
  • Kaplan, R. S. and D. P. Norton (1996b). The Balanced Scorecard: translating strategy into action. Boston, Harvard Business School Press.
  • Kaplan, R. S. and D. P. Norton (2001). The Strategy-focused Organization. Boston, Harvard Business School Press.
  • Keller, C. and J. D. Keller (1996). Thinking and acting with iron. Understanding practice - Perspectives on activity and context. J. Lave and S. Chaiklin. Cambridge, Cambridge University Press: 125-143.
  • Marr, D. (1982). Vision: A Computational Investigation into the Human Representation and Processing of Visual Information. New York, Freeman.
  • Olsson, J. (2002). Factors of Importance for Understanding Successful ImprovementInitiatives in Swedish Health Care. Department of Total Quality Management.Göteborg, Chalmers University of Technology: 98.
  • Olve, N.-G., C.-J. Petri, J. Roy and S. Roy (2003). Making Scorecards Actionable. Stockholm, Wiley.
  • Pettigrew, A. and R. Whipp (1991). Managing change for competitive success. Cambridge, Blackwell.
Toplam 25 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Research Article
Yazarlar

Suela E. Shpuza Bu kişi benim

Arvit Osja Bu kişi benim

Yayımlanma Tarihi 1 Aralık 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 3 Sayı: 4

Kaynak Göster

APA Shpuza, S. E., & Osja, A. (2017). Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania. Uluslararası Ekonomik Araştırmalar Dergisi, 3(4), 643-652.
AMA Shpuza SE, Osja A. Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania. UEAD. Aralık 2017;3(4):643-652.
Chicago Shpuza, Suela E., ve Arvit Osja. “Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania”. Uluslararası Ekonomik Araştırmalar Dergisi 3, sy. 4 (Aralık 2017): 643-52.
EndNote Shpuza SE, Osja A (01 Aralık 2017) Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania. Uluslararası Ekonomik Araştırmalar Dergisi 3 4 643–652.
IEEE S. E. Shpuza ve A. Osja, “Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania”, UEAD, c. 3, sy. 4, ss. 643–652, 2017.
ISNAD Shpuza, Suela E. - Osja, Arvit. “Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania”. Uluslararası Ekonomik Araştırmalar Dergisi 3/4 (Aralık 2017), 643-652.
JAMA Shpuza SE, Osja A. Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania. UEAD. 2017;3:643–652.
MLA Shpuza, Suela E. ve Arvit Osja. “Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania”. Uluslararası Ekonomik Araştırmalar Dergisi, c. 3, sy. 4, 2017, ss. 643-52.
Vancouver Shpuza SE, Osja A. Exploring the Use of Balanced Scorecards in a Transport Public Administration in Albania. UEAD. 2017;3(4):643-52.