<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Introducing a balanced scorecard system may assist managers in identifying four dimensions and recognizing cross-functional interactions, which can ultimately lead to better problem solving, decision making, and business growth. Monitoring a company's key performance indicators (KPIs) can improve organizational performance and enhance shareholder value. A survey was prepared and distributed to 60 managers from Croatian businesses to investigate the relationship between business success as assessed by a balanced scorecard system. The questions were based on the balanced goal system, a four-dimensional model for measuring business performance that covers financial performance, knowledge, and employees, processes success, and market performance. It was used to assess managers' perceptions of foreign and domestic businesses. Furthermore, a two-step cluster analysis was conducted. The results indicated that the respondents who are dominantly oriented towards the international markets share identical perspectives on the importance of the company's performance as those in the predominantly domestic markets.</p>
</abstract>

Introducing a balanced scorecard system may assist managers in identifying four dimensions and recognizing cross-functional interactions, which can ultimately lead to better problem solving, decision making, and business growth. Monitoring a company's key performance indicators (KPIs) can improve organizational performance and enhance shareholder value. A survey was prepared and distributed to 60 managers from Croatian businesses to investigate the relationship between business success as assessed by a balanced scorecard system. The questions were based on the balanced goal system, a four-dimensional model for measuring business performance that covers financial performance, knowledge, and employees, processes success, and market performance. It was used to assess managers' perceptions of foreign and domestic businesses. Furthermore, a two-step cluster analysis was conducted. The results indicated that the respondents who are dominantly oriented towards the international markets share identical perspectives on the importance of the company's performance as those in the predominantly domestic markets.

The Balanced Scorecard System: The Perspective of International Orientation

Sveučilište J. J. Strossmayera u Osijeku

Fakultet za dentalnu medicinu i zdravstvo

Croatian Regional Development Journal

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

{"article-title":"The Balanced Scorecard System: The Perspective of International Orientation"}

Introducing a balanced scorecard system may assist managers in identifying four dimensions and recognizing cross-functional interactions, which can ultimately...

The Balanced Scorecard System: The Perspective of International Orientation

Article Category: Scientific paper

Data publikacji: 13 paź 2022

Zakres stron: 47 - 74

Otrzymano: 01 lut 2022

Przyjęty: 27 lut 2022

DOI: https://doi.org/10.2478/crdj-2022-0004

Słowa kluczowe
Balanced scorecard, international orientation, survey, Croatian companies, Bootstrap, Cluster

© 2022 Ivan Miloloža, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The Balanced Scorecard System: The Perspective of International Orientation

Article Category: Scientific paper

Data publikacji: 13 paź 2022

Zakres stron: 47 - 74

Otrzymano: 01 lut 2022

Przyjęty: 27 lut 2022

DOI: https://doi.org/10.2478/crdj-2022-0004

Słowa kluczoweBalanced scorecard, international orientation, survey, Croatian companies, Bootstrap, Cluster

© 2022 Ivan Miloloža, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Słowa kluczowe
Balanced scorecard, international orientation, survey, Croatian companies, Bootstrap, Cluster