Performance measurement in palestinian companies. The use of the balanced scorecard (BSC) method by private firms operating in Ramallah

Inhaltsverzeichnis (Table of Contents)

• Abstract
• Chapter One
  • 1.1 Introduction:
  • 1.2 Key Terms:
  • 1.3 Problem Statement:
  • 1.4 Need For The Study:
  • 1.5 Research Objectives:
  • 1.6 Research Questions:
  • 1.7 Limitation:
• Chapter two
  • 2.1 Introduction:
  • 2.2 Balance Scorecard:
  • 2.3 Why Balanced Scorecard:
  • 2.4 Balanced Scorecard Perspectives:
    • 2.4.1 Financial perspective:
    • 2.4.2 Customer perspective:
    • 2.4.3 Internal business process perspective:
    • 2.4.4 Learning and Growth perspective:
  • 2.5 Vision and Strategy:
    • 2.5.1 Vision:
    • 2.5.2 Strategy:
  • 2.6 Related Studies:
• Chapter Three
  • 3.1 Research methodology:
  • 3.2 Research Population and Sample:
  • 3.3 Data Sources:
  • 3.4 Research Validity:
  • 3.5 Research Reliability:
  • 3.6 Statistical Analysis:
• Chapter Four
  • 4.1 Findings:
• Chapter Five
  • 5.1 The main conclusion of this research:
  • 5.2 Recommendation:
• Chapter Six
  • 6.1 References

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This research aims to investigate the usage of performance measures, conceptualized as the Balanced Scorecard (BSC) measures, within an organizational context. The study seeks to understand the extent to which Palestinian companies utilize the BSC framework and how it impacts their performance.

• The importance of non-financial performance measures in providing long-term value creation and strategic focus.
• The implementation and utilization of the Balanced Scorecard (BSC) framework in Palestinian companies.
• The impact of the BSC framework on company performance.
• The comparison of the usage of financial and non-financial measures in the BSC framework.
• The challenges and opportunities associated with implementing the BSC in Palestinian companies.

Zusammenfassung der Kapitel (Chapter Summaries)

• Chapter One: Introduction This chapter sets the stage by introducing the concept of performance measurement systems and the need for their improvement. It highlights the limitations of traditional financial-based performance measures and introduces the Balanced Scorecard (BSC) as a more comprehensive approach. The chapter defines key terms, outlines the problem statement, research objectives, and questions, and addresses potential limitations of the study.
• Chapter Two: The Balanced Scorecard Framework This chapter delves into the Balanced Scorecard (BSC) model, explaining its origins, rationale, and key perspectives. It explores the four perspectives of the BSC – financial, customer, internal processes, and learning and growth – and their importance in achieving organizational goals. Additionally, the chapter discusses the role of vision and strategy in the BSC framework and presents relevant studies on the topic.
• Chapter Three: Research Methodology This chapter outlines the research methodology employed in the study, including the research design, population and sample, data sources, validity and reliability considerations, and statistical analysis techniques.
• Chapter Four: Findings This chapter presents the findings of the research, analyzing the data collected from Palestinian companies regarding their usage of performance measures, particularly the BSC perspectives.

Schlüsselwörter (Keywords)

This study focuses on performance measurement systems, with a particular emphasis on the Balanced Scorecard (BSC) framework and its application in the context of Palestinian companies. Key terms and concepts include: performance measurement, non-financial performance measures, Balanced Scorecard, strategic performance measurement, financial perspective, customer perspective, internal process perspective, learning and growth perspective, organizational performance, and Palestinian companies.