Hello everybody,
I am currently writing my bachelor thesis in a start-up funding program at my university. In the course of this work I decided to measure performance either by using the Balanced Scorecard or the Input-Process-Output-Outcome model.
I wanted to get a few opinions on this. Do you think that the two programs are at all comparable? I chose the two frameworks because they are both very popular in the literature and more importantly because both frameworks can be implemented without the use of financial indicators.
Do any of you know of a paper in which the two frameworks are discussed, or even better, compared?Unfortunately I have not yet found a paper in which both were treated equally.
I would like to thank you for your support in advance and wish you all a good start into the week.
Kind regards,
Samuel
Hello! I think that this book chapter might be interesting for you!
https://www.alnap.org/system/files/content/resource/files/main/business-performance-measurement-andy-neely-%28ed-%29.pdf#page=161
Also this article that I published might help you!
Article MANAGEMENT CONTROL SYSTEMS AND ORGANISATIONAL LEARNING: A LI...
Binary questions of the either–or variety do not often generate much knowledge (if one excepts simple contexts, meaning, not those of the complicated, complex, or chaotic variety). And so, how about both–and? Why not synergize the Balanced Scorecard and the Input–Process–Output–Outcome model (and find also ways to remedy the latter's rather linear construct)?
Article Output Accomplishment and the Design and Monitoring Framework
Hi, below article would be helpful in this matter.
https://www.excitant.co.uk/outcome-thinking-and-balanced-scorecards-related-or-not/
Further to above consider incorporating the CIMA business model framework, which is not dissimilar to the IIRC framework. If you are interested in costing the framework I have published on that topic .
The other option is the Public Sector Scorecard. This begins by identifying outcomes for your program, you then look at the processes that lead to those outcomes, and the capability and organisational factors required for those processes to deliver those outcomes. You put all these in a strategy map which as in the Balanced Scorecard is the basis for measuring performance. See http://www.publicsectorscorecard.co.uk/uploads/1/3/9/0/13903123/ijppm_pss_article_2017.pdf
In management there is NO such thing as the "best" but an appropriate model with the context of the organization. BSC is used for Strategic Implementation looked at from 4 perspectives. If you look at the BSC cause-effect linkages, it is a "holistic" IPOO relational linkage. And if you look at the Internal Process Perspectives, it ideally also follows the IPOO or value chain ideologies of value addition to the final outcome of "value created and delivered" through the process value chain of IPOO to the ultimate consumer... so the bottom-line is that the IPOO can ideally be used within the BSC....
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