Journal of Finance and Accounting

| Peer-Reviewed |

Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study

Received: 25 April 2014    Accepted: 9 May 2014    Published: 20 May 2014
Views:       Downloads:

Share This Article

Abstract

Performance measurements play an important role in understanding the determinants of successful performance of firms. The balanced scorecard is one of the integrated performance measurement systems that has wide acceptance in several countries. The prior studies investigated different aspects of balanced scorecard in the developed countries, but this study contributes to the performance measurement literature by collecting evidence about the extent of adoption the balanced scorecard in one of the developing countries such as Bahrain. Also, this study statistically examined the effect of a firm's size on adopting balance scorecard. The main instrument in surveying the Bahrain firms is a questionnaire. The findings rejected the null hypotheses. It is found statistically that there are differences between Bahraini manufacturing firms in adopting the balanced scorecard. Also the study found that there is effect of the firm's size with the growing use of non-financial measures by the BSC adopters.

DOI 10.11648/j.jfa.20140203.14
Published in Journal of Finance and Accounting (Volume 2, Issue 3, May 2014)
Page(s) 53-61
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Balanced Scorecard, Performance Measurement, Bahrain

References
[1] Banchieri, L., Planas, F. & Rebull, M. (2011). What has been said, and what remains to be said, about the balanced scorecard? Zbornik Radova Ekonomski Fakultet u Rijeka, 29 (1), 155-192.
[2] Bititci, U. S., Garengo, P., Dörfler, V. & Nudurupati, S. (2011). Performance mea-surement: Challenges for tomorrow. International Journal of Management Reviews, 14 (3), 305-327.
[3] Burkert, M., Davila, A. & Oyon, D. (2010). Performance consequences of ba-lanced scorecard adoptions: Claim for large-scale evidence and propositions for future research. In Epstein, M.C., Manzoni, J-F., & Davila, A. (Eds.), Performance measurement and management control: innovative concepts and practices (pp. 345-361).
[4] Fernandes, K., Raja, V. and Whalley, A. (2006), “Lessons from implementing the Balanced Scorecard in a small and medium size manufacturing organization”, Technovation, Vol. 26, pp. 623-624.
[5] Ferreira, A. & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, 20 (4), 263-282.
[6] Garengo, P., Biazzo, S. & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International Journal of Management Reviews, 7 (1), 25-47.
[7] Gumbus, A. and Lussier, R.N. (2006) ‘Entrepreneurs use a balanced scorecard to translate strategy into performance measures’, Journal of Small Business Management, Vol. 44, No. 3, pp. 407–425.
[8] Hayes, Robert H., (1981). "Why Japanese Factories Work," Harvard Business Review (July- August, pp. 57-66.
[9] Hoque, Z. & James, W. (2000). Linking balanced scorecard measures to size and market factors: Impact on organizational performance. Journal of Management Accounting Re-search, 12 (1), 1-17.
[10] Hvolby, H.H. and Thorstenson, A. (2001) ‘Indicators for performance measurement in small and medium sized enterprises’, Proceedings of the Institution of Mechani-cal Engineers, Part B, Vol. 215, pp. 1143–1146.
[11] Kaplan, R. S. & Norton, D. P. (2008). Ex-ecution premium: Linking strategy to operations for competitive advantage. Boston, Mass.: Har-vard Business School Press Books.
[12] Kaplan, R. S. & Norton, D. P. (2006). Alignment: Using the balanced scorecard to create corporate synergies. Boston, Mass.: Harvard Business School Press.
[13] Kaplan, R. S. (2005). How the balanced scorecard complements the McKinsey 7-S model. Strategy & Leadership, 33 (3), 41-46.
[14] Kaplan, R. S. & Norton, D. P. (2000). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Boston: Harvard Business School Press.
[15] Kaplan, R. S. & Norton, D. P. (1996a). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74 (1), 75-85.
[16] Kaplan, R. S. & Norton, D. P. (1996b). The balanced scorecard: Translating strategy into action. Boston, Mass.: Harvard Business School Press.
[17] Kaplan, R. S. & Norton, D. P. (1993). Putting the balanced scorecard to work. Harvard Business Review, 71 (5), 134-147.
[18] Kaplan, R. S. & Norton, D. P. (1992). The balanced scorecard - measures that drive performance. Harvard Business Review, 70 (1), 71-79.
[19] Malmi, T. (2001), “Balanced Scorecards in Finnish companies: a research note”, Management Accounting Research, Vol. 12 No. 2, pp. 207-220.
[20] Manville, G. (2007), “Implementing a Balanced Scorecard framework in a not for profit SME”, International Journal of Productivity and Performance Management, Vol. 56 No. 2, pp. 162-169.
[21] Marr, B. and Schiuma, G. (2003), “Business performance measure-ment – past, present and future”, Management Decision, Vol. 41 No. 8, pp. 680-687.
[22] Merchant, K.A. (1981) ‘The design of corporate budgeting system: Influence on managerial behavior and performance’, Accounting Review, Vol. 56, No. 4, pp.813–829.
[23] Neely, A. (2005). The evolution of performance measurement research: Developments in the last decade and a research agenda for the next. International Journal of Op-erations & Production Management, 25 (12), 1264-1277.
[24] Neely, A., Gregory, M. & Platts, K. (1995). Performance measurement system design. A literature review and research agenda. International Journal of Operations & Production Management.
[25] Perera, P. and Baker, P. (2007) ‘Performance measurement practices in small and medium size manufacturing enterprises in Australia’, Small Enterprise Research, Vol.15, No.2, pp. 10–32.
[26] Phillips, B., Wee, T.T.T. and Shanka, T. (2003) ‘The use of performance measures in small and medium enterprises (SMEs) – an exploratory study’, Working paper, Curtin Business School, Australia, available at http://smib.vuw.ac.nz:8081/WWW/ANZMAC2003/papers/ST14_phillipsb.pdf
[27] Rigby, D. (2011), “Management tools and trends 2011”, available at: www.bain.com/ management tools/home.asp (accessed 6 June 2011).
[28] Schonberger, Richard, (1982), .Japanese Manu-facturing Techniques (New York: Free Press, Richardson, Peter R. and John R. M. Gordon, "Mea-suring Total Manufacturing Performance," Sloan Management Review (Winter 1980), pp. 47-58.
[29] Silk, S. (1998), Automating the Balanced Scorecard”, Management Accounting, Vol. 11, pp. 38-44.
[30] Speckbacher, G., Bischof, J. and Pfeiffer, T. (2003), “A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries”, Management Ac-counting Research, Vol. 14 No. 4, pp. 361-387.
[31] Taylor and Baines’ study (2012), “Perfor-mance management in UK universities: implementing the Balanced Scorecard”, Journal of Higher Education Policy and Management, Vol. 34 No. 2, pp. 111-124.
[32] The Ministry of Com-merce and Industry, Bahrain (http://www.industry.gov.bh/english/).
Cite This Article
  • APA Style

    Ali Gaber Saleh Mahmoud. (2014). Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study. Journal of Finance and Accounting, 2(3), 53-61. https://doi.org/10.11648/j.jfa.20140203.14

    Copy | Download

    ACS Style

    Ali Gaber Saleh Mahmoud. Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study. J. Finance Account. 2014, 2(3), 53-61. doi: 10.11648/j.jfa.20140203.14

    Copy | Download

    AMA Style

    Ali Gaber Saleh Mahmoud. Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study. J Finance Account. 2014;2(3):53-61. doi: 10.11648/j.jfa.20140203.14

    Copy | Download

  • @article{10.11648/j.jfa.20140203.14,
      author = {Ali Gaber Saleh Mahmoud},
      title = {Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study},
      journal = {Journal of Finance and Accounting},
      volume = {2},
      number = {3},
      pages = {53-61},
      doi = {10.11648/j.jfa.20140203.14},
      url = {https://doi.org/10.11648/j.jfa.20140203.14},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jfa.20140203.14},
      abstract = {Performance measurements play an important role in understanding the determinants of successful performance of firms. The balanced scorecard is one of the integrated performance measurement systems that has wide acceptance in several countries. The prior studies investigated different aspects of balanced scorecard in the developed countries, but this study contributes to the performance measurement literature by collecting evidence about the extent of adoption the balanced scorecard in one of the developing countries such as Bahrain. Also, this study statistically examined the effect of a firm's size on adopting balance scorecard. The main instrument in surveying the Bahrain firms is a questionnaire. The findings rejected the null hypotheses. It is found statistically that there are differences between Bahraini manufacturing firms in adopting the balanced scorecard. Also the study found that there is effect of the firm's size with the growing use of non-financial measures by the BSC adopters.},
     year = {2014}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Adopting of Balanced Scorecard by Manufacturing Firms in Bahrain: An Empirical Study
    AU  - Ali Gaber Saleh Mahmoud
    Y1  - 2014/05/20
    PY  - 2014
    N1  - https://doi.org/10.11648/j.jfa.20140203.14
    DO  - 10.11648/j.jfa.20140203.14
    T2  - Journal of Finance and Accounting
    JF  - Journal of Finance and Accounting
    JO  - Journal of Finance and Accounting
    SP  - 53
    EP  - 61
    PB  - Science Publishing Group
    SN  - 2330-7323
    UR  - https://doi.org/10.11648/j.jfa.20140203.14
    AB  - Performance measurements play an important role in understanding the determinants of successful performance of firms. The balanced scorecard is one of the integrated performance measurement systems that has wide acceptance in several countries. The prior studies investigated different aspects of balanced scorecard in the developed countries, but this study contributes to the performance measurement literature by collecting evidence about the extent of adoption the balanced scorecard in one of the developing countries such as Bahrain. Also, this study statistically examined the effect of a firm's size on adopting balance scorecard. The main instrument in surveying the Bahrain firms is a questionnaire. The findings rejected the null hypotheses. It is found statistically that there are differences between Bahraini manufacturing firms in adopting the balanced scorecard. Also the study found that there is effect of the firm's size with the growing use of non-financial measures by the BSC adopters.
    VL  - 2
    IS  - 3
    ER  - 

    Copy | Download

Author Information
  • Department of Accounting, Faculty of Commerce, Tanta University, Egypt and currently, Seconded Assistant Professor, Department of Accounting, College of Business Administration, University of Bahrain, Kingdom of Bahrain

  • Sections