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Business Adminis a ion and Managemen
DOI: 10.15240/ ul/001/2017-4-004
In oduc ion
One o he managemen ools ha is gaining
popula i y in business p ac ice is he Balanced
Sco eca d (BSC). The BSC was de eloped
by Robe Kaplan and Da id No on in 1992
as an al e na i e o adi ional pe o mance
measu emen app oaches ha ocus solely
on i nancial indica o s and a e based pu ely
on a business´s pas pe o mance. Du ing he
yea s he Balanced Sco eca d has e ol ed
om i s ea ly use as a simple pe o mance
measu emen amewo k o a ull s a egic
planning and managemen sys em. I can
be de i ned as a s a egic planning and
managemen sys em ha is used o align
business ac i i ies o he ision and s a egy o
he businesses, o imp o e in e nal and ex e nal
communica ions and o moni o o ganiza ion
pe o mance agains s a egic goals. The BSC
can be unde s ood as a managemen sys em
which is s uc u ed acco ding o he logic o
he managemen ci cle (“plan-do-check-ac ”)
(Kaplan & No on, 2010).
1. Balanced Sco eca d – A S a egic
Managemen Tool
The Balanced Sco eca d is a managemen
sys em (no only measu emen sys em) ha
enables businesses o cla i y hei ision
and s a egy and ansla e hem in o ac ion.
I p o ides eedback a ound he in e nal
p ocesses and ex e nal ou comes in o de o
con inuously imp o e s a egic pe o mance and
esul s. When ully implemen ed, he Balanced
Sco eca d ans o ms s a egic planning om
an academic exe cise in o he (ne e) cen e o
an en e p ise (Kaplan & No on, 2007).
The aim o he Balanced Sco eca d is o
di ec , help manage and change in suppo o
he longe - e m s a egy in o de o manage
pe o mance. The sco eca d e l ec s wha he
businesses and he s a egies a e all abou .
I ac s as a ca alys o b inging he “change”
elemen wi hin he businesses. BSC c ea es
a comp ehensi e amewo k which conside s
he ollowing pe spec i es and ies o ge
answe s o he ollowing ques ions: 1. Financial
pe spec i e (how do we look a sha eholde s?);
2. Cus ome pe spec i e (how should we
appea o ou cus ome s?); 3. In e nal business
p ocesses pe spec i e (wha mus we excel
a ?); 4. Lea ning and g ow h pe spec i e (can
we con inue o imp o e and c ea e alue?).
This ool is conside ing no only he i nancial
esul s, which a e impo an , bu also hose
ac o s which ac ually d i e businesses owa ds
u u e success. The Balanced Sco eca d
lays s ess also on o he a eas which a e
equi ed o “balance” he i nancial pe spec i e
in o de o ge a o al iew o he businesses
pe o mance and imp o e he same (E ans,
2002). The amewo k ies o b ing a balance
and link be ween he i nancial and non- i nancial
indica o s, angible and in angible measu es,
in e nal and ex e nal aspec s and leading and
lagging indica o s.
The main bene i o managing wi h
a combina ion o i nancial and non- i nancial
in o ma ion is ha he use o leading, non-
i nancial indica o s acili a es p oac i e con ol
and he abili y o ake a p e en i e ac ion
(De Waal, 2013). A balanced se o key i nancial
and non- i nancial (CSF) c i ical success ac o s
and KPIs (key pe o mance indica o s) enables
managemen o ocus on he eally impo an
issues ha d i e business pe o mance and
o moni o he achie emen o s a egic goals
mo e closely. Using non- i nancial in o ma ion
imp o es he analy ical skills o manage s
because hey can iden i y he oo causes o
i nancial pe o mance.
THE KNOWLEDGE AND USE OF THE
BALANCED SCORECARD METHOD IN
BUSINESSES IN THE SLOVAK REPUBLIC
Ľubica Lesáko á, Ka a ína Dubco á, Pe a Gundo á
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50 2017, XX, 4
Ekonomika a managemen
Lesáko á (2004) s a es ha he BSC
me hod is no jus a g ouping o impo an
indica o s o pe o mance e alua ion. I s
consis en applica ion p o ides a mode n way
o managemen , because i helps o align he
business ac i i ies wi h he business p ocesses
o c ea ing he company´s alue.
Synek e al. (2011) look a he BSC as
a me hod o s a egic managemen whose ole
is o align he in e es s o managemen wi h he
in e es s o employees and he s a egic goals
wi h he ope a ional managemen . The au ho s
suppo exploi abili y o his me hod o linking
he s a egy wi h he daily decision making
p ocess.
A ms ong (2007) compa ed he me hod
o a wa e all. The au ho claims ha he BSC
me hod passes h ough he businesses as
a wa e all o ensu e he measu emen o he
ac i i ies ha con ibu e o he achie emen
o he o e all businesses s a egy. The idea
cap u es he essence o he cu en impo ance
o he BSC me hod in he s a egic managemen
o he company.
The e a e se e al au ho s who deal wi h
he BSC me hod in he s a egic business
managemen and he p oblems eme ging
h ough i s implemen a ion in business
(De Waal, 2013; E ans, 2002; Ga u o á, 2012;
Ho á h & Pa ne s, 2002; Kaplan & No on,
2007; Lang, 2007; Ka abašo á, 2010; Vi anen,
2009 and o he s).
P ope unde s anding and implemen a ion
o he Balanced Sco eca d me hod b ings
a numbe o bene i s o businesses ha a e
p esen ed in li e a u e. The au ho s o he
BSC (Kaplan & No on, 2007) see he majo
con ibu ion o his me hod mainly in he
implemen a ion o he business´s ision and
s a egy in o i s objec i es and measu emen s.
The me hod connec s he ision and he
s a egy wi h he daily decision making p ocess.
The BSC me hod acili a es he communica ion
and unde s anding o he s a egy ac oss
he business and helps o align indi idual
goals o he employees wi h he business´s
objec i es. These a gumen s a e p esen ed
by Kaplan and No on (2007), who s a e ha
he measu emen s should be used in a way
o he han a classical ool o e ising he
beha iou and pas pe o mance. The au ho s
a gue ha he measu emen s in he BSC
should se e mainly as an aid in o mula ing
he co po a e s a egy, communica ing i and
aligning indi idual, co po a e and depa men al
ini ia i es owa ds he achie emen o he
common goal.
In he yea 2002 Kaplan and No on
o mula ed he main bene i s o he BSC me hod
esul ing om he coope a ion o di e en
s akeholde s in he business. Fi s , hey s a e
ha he me hod p o ides a clea pic u e o he
co po a e s a egy which is unde s andable
o he employees. Due o ha he s a egy
becomes pa o he daily ac i i ies o he
employees. As he second bene i hey indica e
ha BSC helps companies o de i ne s a egic
pa ne ships wi h a ge cus ome s and o
ocus a en ion on cus ome s. Thi d, unless
he businesses ha e se a s a egy which
includes s ong pa ne ships wi h supplie s, he
BSC assis s in hei main enance h ough he
moni o ing o he pe o mance in he in e nal
business p ocesses pe spec i e. And ou h,
he au ho s s a e ha o businesses i is usually
impo an o main ain good ela ionships wi h
he communi y whe e he business is loca ed.
De e mina ion o good ela ions is e l ec ed in
he pe spec i e o in e nal business p ocesses.
Based on he a icle “How a Balanced
Sco eca d can help you o ganiza ion”
(Balanced Sco eca d Ins i u e, 2012), we can
conclude ha he BSC can help businesses
pa icula ly in he ollowing a eas:
 o inc ease ocus on s a egy and esul s,
 o b eak communica ion noises be ween
depa men s,
 o inc ease unde s anding o cus ome
needs and l exibili y o espond o hem,
 o imp o e businesses pe o mance by
measu ing he impo an a eas,
 o assis he managemen in making be e
decisions based on analysis o ele an
pe o mance indica o s,
 o assis he managemen wi h mo e
e ec i e planning o ime and esou ces,
 o assis he managemen and employees
o concen a e on impo an asks.
Ga u o á (2011) poin s ou ha he main
bene i s o he me hod lie mainly in helping o
implemen he s a egy in o e e yday p ac ice,
hen in simpli ying communica ion and c ea ing
a uni o m communica ion pla o m, in assis ing
o measu e and enhance he pe o mance and
in suppo ing he explana o y powe o he
adi ional pe o mance indica o s. Ho á ho á
(2012) adds ano he bene i o implemen ing
he BSC me hod, speci i cally he bene i o
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Business Adminis a ion and Managemen
inc easing he loyal y o cus ome s as well
as employees who a e a p esump ion o he
g ow h o i s alue.
The e a e many bene i s and challenges o
he Balanced Sco eca d. The p ima y bene i
is ha i helps businesses ansla e s a egy
in o ac ion. By de i ning and communica ing
pe o mance me ics ela ed o he o e all
s a egy o he businesses, he Balanced
Sco eca d makes he s a egy come ali e
(De Waal, 2013). I also enables employees a
all le els o he businesses o ocus on impo an
business d i e s. In he a icle en i led “The
Balanced Sco eca d” (Balanced Sco eca d
Ins i u e, 2013) he key bene i s o using
a Balanced Sco eca d include: be e s a egic
planning, imp o ed s a egy communica ion
and execu ion, be e managemen in o ma ion,
imp o ed pe o mance epo ing, be e
s a egic alignmen and be e o ganisa ional
alignmen .
2. Aim, Ma e ial and Me hodology
The aim o he pape is o p esen he esul s o
p ima y esea ch ocused on i nding he cu en
s a e o he knowledge and use o he Balanced
Sco eca d me hod in businesses in he Slo ak
Republic. On he basis o he esea ch esul s
will be o mula ed p esump ions o imp o e he
s a e o u ilizing he BSC me hod by Slo ak
businesses.
Wi h ega d o he aim, he e we e
o mula ed he ollowing six hypo heses:
H1: We assume ha mo e han 50% o
Slo ak businesses do no know he Balanced
Sco eca d me hod.
H2: We assume ha less han 50% o Slo ak
businesses u ilize he Balanced Sco eca d
me hod as a s a egic managemen ool.
H3: We assume ha mo e han 50% o
businesses applying he Balanced Sco eca d
me hod in he Slo ak Republic a e la ge
businesses.
H4: We assume ha he Balanced
Sco eca d me hod is implemen ed in he Slo ak
Republic mainly by businesses wi h o eign
capi al pa icipa ion.
H5: We assume ha he main eason o low
u iliza ion o he Balanced Sco eca d me hod in
p ac ice is i s di i cul cons uc ion.
H6: We assume ha he main eason o
implemen ing he Balanced Sco eca d me hod
is he en ichmen o business pe o mance
e alua ion by non- i nancial measu es.
The esea ch was ealized in he pe iod om
Sep embe 2014 o Decembe 2014. We used
he me hod o ques ioning wi h a ques ionnai e
o ob ain da a. We dis ibu ed he ques ionnai e
in he elec onic o m o small, medium and
la ge businesses ope a ing in he e i o y o
he Slo ak Republic. Fo he dis ibu ion and
collec ion o ques ionnai es was used he
Google Docs. Ques ionnai e which consis ed
o closed, semi-closed and opened ques ions.
The sample o businesses was compiled
by andom selec ion. We ecei ed ully i lled
ques ionnai es om 290 esponden s, om
which 6 ques ionnai es we e elimina ed due o
incomple eness o esponses. The emaining
284 ques ionnai es we e subjec o s a is ical
p ocessing. We e i i ed he ep esen a i eness
o he esea ch sample by using he c i e ion
o e i o ial ep esen a ion o businesses in
esea ch.
The esea ch sample consis ed mainly o
businesses loca ed in he egion o B a isla a
(27.96%), which was caused by he highes
concen a ion o businesses in he egion
o B a isla a. The second mos nume ous
ep esen a ion had businesses om he egion
o Banská Bys ica (12.90%), hen businesses
om he egion o Žilina (11.47%), Košice
(10.75%), T enčín (10.39%), P ešo (10.04%),
T na a (9.32%) and Ni a (7.17%).
We e i i ed he ep esen a i eness o he
esea ch sample by a chi-squa e es . Based
on he le el o signi i cance α = 0.05, he p- alue
accoun ed o 0.128, which means ha he
esea ch sample was ep esen a i e wi h
espec o he loca ion o he business uni .
Wha conce ns he dis ibu ion o businesses
by size in he esea ch sample, he e we e
ep esen ed all kinds o businesses: small
businesses (73.45%), medium businesses
(20.00%) and la ge businesses (6.55%).
Rega ding he sec o ep esen a ion, he
esea ch sample consis ed o se ice bu si-
nes ses (67; 23.59%), manu ac u ing bu sines -
ses (41; 14.44%), comme cial businesses
(34; 11.97%), cons uc ion businesses
(24; 8.45%), public o ganiza ions and o gani-
za ions o public adminis a ion (20; 7.04%),
banks and businesses p o iding i nancial
se ices (14; 4.93%) and o he s (84; 29.58%).
The da a ob ained ia he ques ionnai e
esea ch we e p ocessed by using he MS
Excel p og am and SPSS s a is ical p og am.
We p o ided he s a is ical es ing o da a
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52 2017, XX, 4
Ekonomika a managemen
on he le el o signi i cance o 5% (α = 0.05).
The alidi y o he o mula ed hypo heses was
e alua ed by an exac binomial es ( es ing he
alidi y o H1, H2 and H5) and he Spea man
Coe i cien ( e i ying he alidi y o hypo heses
H3 and H4).
In o de o achie e ou main objec i e, we
used also o he esea ch me hods, namely
he me hod o analysis, syn hesis, induc ion,
deduc ion, abs ac ion, gene aliza ion as well
as s a is ical me hods.
3. Resul s and Discussion
The esul s o he ques ionnai e esea ch
poin ed o a low amilia i y wi h and usage o
he Balanced Sco eca d me hod in Slo ak
businesses. We ound ou ha only 13.73% (39)
esponden s know exac ly wha he Balanced
Sco eca d me hod is and ha e implemen ed
he me hod, 9.15% (26) esponden s know
he me hod, bu ha e no implemen ed i
ye , 77.11% (219) esponden s do no know
he me hod o did no answe he ques ion
(see Tab. 1).
Mos businesses esponded ha hey
did no know wha he Balanced Sco eca d
me hod is and e en hey we e no in e es ed
o lea n abou i (30.28% esponden s, i.e. 86
businesses). 77 businesses (27.11%) did no
know he me hod, bu would like o lea n mo e
abou i . These businesses we e mos ly small
businesses.
Based on he esea ch esul s, we e i i ed
he alidi y o H1, in which we assumed ha
mo e han 50% o Slo ak businesses do no
know he Balanced Sco eca d me hod. We
e i i ed he alidi y o his hypo hesis by
a binomial es and ound ou ha he p- alue
(0.00) is lowe han he le el o signi i cance α
(0.05). This con i med he p esump ion ha in
he Slo ak Republic he e is a low numbe o
businesses ha know he Balanced Sco eca d
me hod.
In esponden s who exp essed ha hey
exac ly know wha he Balanced Sco eca d
me hod is, we wan ed o know om wha
sou ces hey lea ned abou he me hod. The
ques ion was designed in a way ha p o ided
esponden s mo e op ions o answe . Ou
esponden s acqui ed he knowledge abou
he Balanced Sco eca d me hod mainly
om a ious o ms o educa ion (80.39%
esponden s), hen om p e ious p ac ical and
pe sonal expe ience (11.76% esponden s) and
om e e ences om o he businesses (7.84%).
We wonde ed how many esponden s
implemen ed he Balanced Sco eca d me hod
in he business. We ound ou ha om 284
esponden s he e a e only 39 esponden s
(13.73%) using he Balanced Sco eca d
me hod as a s a egic managemen ool, ou o
which 23 (58.97%) a e businesses o la ge size
(250 and mo e employees). In o de o e i y
H2 we used a binomial exac es . On he basis
o p- alue (0.012), which is lowe han he le el
o signi i cance α (0.05), we acknowledge he
alidi y o H2, which says ha he Balanced
Sco eca d me hod is u ilized as a s a egic
managemen ool by less han 50% o Slo ak
businesses.
H3 was e i i ed h ough he Spea man
coe i cien . We assumed ha he e exis s
Knowledge o he Balanced Sco eca d me hod Numbe o Responses
To al Pe cen age
Yes, we know exac ly wha he BSC me hod is and we ha e
implemen ed he me hod in ou business 39 13.73
Yes, bu we do no u ilize he me hod 26 9.15
We do no know i 56 19.72
No, bu we would like o lea n mo e abou he me hod 77 27.11
No, we a e e en no in e es ed in he me hod 86 30.28
To al 284 100.00
Sou ce: p ocessed acco ding o he esul s o ques ionnai e esea ch
Tab. 1: Knowledge o he Balanced Sco eca d me hod by businesses in he SR
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Business Adminis a ion and Managemen
a dependence among he s udied ea u es
(i.e. he size o business and u iliza ion o he
Balanced Sco eca d me hod). Based on he
esul s o he Spea man coe i cien e i i ed
on he le el o signi i cance α (0.05), we can
conclude ha he e exis s a di ec medium
dependence ( = 0.514) among he s udied
ea u es. This suppo s he ac ha he
implemen a ion o he Balanced Sco eca d
me hod is p opo ionally dependen on he
size o business. This means ha he la ge
a business is, he highe he p obabili y o
implemen ing he Balanced Sco eca d me hod
in i is.
H4 was e i i ed h ough he Spea man
Coe i cien as well. The sample was c ea ed
om he esponden s who ha e implemen ed
he Balanced Sco eca d me hod: 19 o hem
(48.72%) we e businesses wi h exclusi ely
Slo ak owne ship, in 8 o hem (20.51%)
a majo i y o owne ship was Slo ak, in
5 businesses (12.82%) he e was 50% o
o eign owne ship, in 5 businesses (12.82%)
a majo i y o s ake was owned by a o eign
owne and 2 businesses (5.13%) we e ully
owned by a o eign owne . Wi h his hypo hesis
we examined he dependence be ween
business owne ship and implemen a ion o
he Balanced Sco eca d me hod. Based on
he esul s o he Spea man Coe i cien , he
le el o p- alue (0.634) is highe ha he le el
o signi i cance α (0.05), which means ha
implemen ing he Balanced Sco eca d me hod
does no depend on he p opo ion o domes ic
and o eign owne s o a business.
The e alua ed hypo heses ela ed o he
size o businesses and s uc u e o owne s.
A sepa a e g oup o businesses is ep esen ed
businesses ha know he me hod, bu
do no implemen i . This g oup comp ises
7 businesses conside ing he implemen a ion
o he Balanced Sco eca d me hod in he nea
u u e, 2 businesses ha ing pas expe ience wi h
implemen ing he me hod and 18 businesses
knowing he me hod bu no ha ing in e es o
implemen i .
The easons o businesses o lack
o in e es o implemen he me hod we e
examined wi hin H5 and hey a e p esen ed in
Tab. 2 below.
Among he mos common easons o
disin e es in implemen ing he Balanced
Sco eca d me hod a e lack o amilia i y wi h
he me hod, use o o he s a egic managemen
ools, no pe o ming s a egic managemen
(s a egic planning) and o he easons like
he size o business (applies mos ly o small
businesses), scope o business (indus y in
which a business ope a es, poin less use o new
me hods and ways o managing he business;
some businesses s a ed ha hey u ilize BSC
mos ly as a pe o mance measu emen ool.
We examined he di e ence be ween he
equencies o wo main easons conce ning he
disin e es in implemen ing he BSC me hod by
he means o SPSS p og am. To e alua e he
signi i cance o di e ence we used a binomial
es which con i med ha he e is no signi i can
Reasons o disin e es in implemen ing he BSC me hod Numbe o Responses
To al Pe cen age
The business applies in ui i e managemen 3 4.62
The business uses o he ool/ ools 11 16.92
Lack o i nancial means 0 0.00
Di i cul y wi h he cons uc ion o BSC 2 3.08
Lack o ime 4 6.15
Lack o amilia i y wi h he me hod 15 23.08
We do no pe o m s a egic managemen , we manage a business
acco ding o he cu en si ua ion on he ma ke 9 13.85
O he 21 32.31
To al 65 100.00
Sou ce: p ocessed acco ding o he esul s o ques ionnai e esea ch
Tab. 2: Reasons o disin e es o implemen he BSC me hod by Slo ak businesses
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54 2017, XX, 4
Ekonomika a managemen
di e ence be ween hese wo easons ( he
le el o signi i cance α = 0.05 is lowe han he
p- alue = 0.405). The mos equen eason
why businesses decide no o implemen he
Balanced Sco eca d me hod is lack o amilia i y
wi h he me hod; howe e , he e a e also o he
easons. This means ha i is no possible o
accep H5.
On he o he hand, he mos equen
eason o implemen he BSC me hod (wi h
businesses ha know he me hod) was he
complexi y o measu ing business pe o mance
(10 esponden s, i.e. 20.73% o answe s). The
easons o implemen ing he BSC me hod a e
p esen ed in Fig. 1.
Among he mos equen ly in oduced
easons o implemen ing he Balanced
Sco eca d me hod is linking he s a egy o
ope a ional decision making in e e yday
p ac ice (7 esponden s; 14.51%), imp o ing he
e ec i eness o in e nal business p ocesses (5
esponden s; 10.36%), a emp ing o elimina e
ba ie s be ween he s a egy o mula ion and
i s implemen a ion (5 esponden s; 10.36 %)
and in ensi ying cus ome o ien a ion o he
business (4 esponden s; 8.29%) and o he
(13 esponden s; 26.95%). One o he o he
easons o implemen a ion o he BSC was
ha he me hod was implemen ed in he
pa en conce n. Based on he esea ch esul s,
he p esump ion o mula ed in H6 was no
con i med.
A sepa a e pa o empi ical esea ch was
aimed a iden i ying he main bene i s and main
p oblems associa ed wi h he implemen a ion
o he BSC in Slo ak businesses.
The businesses had a choice o mo e
op ions (maximum was limi ed o 3 op ions)
o answe he ques ion on he main bene i s
o implemen ing he BSC me hod.
The esul s o he esea ch showed ha
he main bene i s o implemen ing he BSC
me hod in businesses in he Slo ak Republic
we e imp o ed pe o mance measu emen and
e alua ion o business p ocesses (30.00%),
suppo o s a egic objec i es h ough
ope a ional and sho - e m objec i es (20.00%)
and in oduc ion o pe iodical e alua ion
o s a egic objec i es (16.67%).
Ano he ques ion was ocused on
ecognizing he mos p oblema ic phases o
imple men ing he BSC me hod (Tab. 4).
The mos p oblema ic phases o
implemen ing he BSC me hod he esponden s
men ioned we e he in eg a ion o he me hod
in o exis ing managemen sys em (25.00% o
Fig. 1: Reasons o implemen ing he Balanced Sco eca d in a business
Sou ce: p ocessed acco ding o he esul s o ques ionnai e esea ch
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Business Adminis a ion and Managemen
answe s), iden i i ca ion o key pe o mance
indica o s (16.67% o answe s) and linking
he implemen a ion o he me hod wi h he
s imula ion and mo i a ion o employees
(16.67% o answe s).
The esea ch con i med ha he lack o
in e es o implemen he BSC a ises om
he missing knowledge o he me hod. The
in o ma ion gained om he ques ionnai e
su ey poin s o a pa adigm in managing Slo ak
businesses: an ing ained s ong esis ance o
change is no iceable and manage s a e mo e
inclined o known and e i i ed me hods.
Conclusions
The p ope unde s anding and implemen a ion
o he Balanced Sco eca d me hod b ings
a numbe o bene i s o businesses. The me hod
se es as a suppo o implemen ing he
business s a egy, i s eng hens coope a ion
be ween business uni s, business depa men s,
human esou ces o he business and se es as
a communica ion ool in he business. Ano he
impo an bene i is o ien a ion o manage s on
key cus ome s and pa ne s and imp o emen
o ela ions wi h he business s akeholde s. The
me hod makes business mo e anspa en ; i
o e s mo e ele an and complex in o ma ion
abou he business ha is help ul in ea ly
de ec ion o possible bad di ec ion o he
business in u u e. I he me hod is p ope ly
implemen ed, i p o ides manage s wi h
eedback, o e s hem a space o sel - e l ec ion
and leads o an imp o emen o in e nal
p ocesses by he means o communica ing
s a egic objec i es h ough all business le els.
The esul s o ou esea ch ca ied ou on
a sample o 284 businesses con i med he
p esump ion ha he Balance Sco eca d me hod
is no only li le used, bu also he knowledge
Bene i s o he me hod % o answe s
Imp o ing pe o mance measu emen and e alua ion o business p ocesses 30.00
Suppo ing s a egic objec i es h ough ope a ional and sho - e m objec i es 20.00
In oducing an e ec i e sys em o pe iodical e alua ion o s a egic objec i es 17.70
Imp o ing he knowledge o cus ome needs and o e all knowledge o he ma ke 16.15
Inc easing employee´s mo i a ion owa ds achie ing pe sonal pe o mance
con ibu ing o ul i lling s a egic objec i es 16.15
Sou ce: p ocessed acco ding o he esul s o ques ionnai e esea ch
P oblema ic phases o implemen ing he BSC % o answe s
Linking he s a egic objec i es o he objec i es o depa men s, eams and
indi iduals 8.33
Iden i i ca ion o c i ical success ac o s 8.33
In eg a ion o he me hod in o exis ing managemen sys em 25.00
T ans o ma ion o he depa men al objec i es in o objec i es o indi iduals 8.33
Linking he implemen a ion o he me hod wi h he s imula ion and mo i a ion
o employees 16.67
Selec ion o key pe o mance indica o s (measu es) 16.67
U iliza ion o he esul s and in o ma ion om he implemen ed me hod o co ec i e
and p e en i e ac ions in he business 16.67
Sou ce: p ocessed acco ding o he esul s o ques ionnai e esea ch
Tab. 3: Bene i s o implemen ing he BSC me hod om he iewpoin o Slo ak businesses
Tab. 4: P oblema ic phases o implemen ing he BSC me hod om he iewpoin
o Slo ak businesses
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56 2017, XX, 4
Ekonomika a managemen
abou i is e y low in Slo ak businesses. The
low in e es o businesses o implemen he
me hod in o p ac ice can be iewed c i ically.
The mos common easons o disin e es in
implemen ing he BSC a e lack o amilia i y wi h
he me hod, use o o he s a egic managemen
ools, pe o ming he BSC only as a pe o mance
managemen ool as well as no pe o ming he
s a egic business managemen . The esea ch
esul s con i med ha he la ge he business
is, he highe he p obabili y o implemen ing he
BSC is. The bene i s o he Balanced Sco eca d
me hod co espond o he mos equen
easons o i s implemen a ion in businesses in
he Slo ak Republic, which a e he complexi y
o measu ing business pe o mance a p esen
and in u u e, linking he s a egy o ope a ional
decision-making in e e yday p ac ice, imp o ing
he e ec i eness o in e nal business p ocesses,
a emp ing o elimina e ba ie s be ween he
s a egy o mula ion and i s implemen a ion
and in ensi i ca ion o cus ome o ien a ion.
Con e sely, one o he mos equen ly ci ed
easons o low in e es in implemen ing he
me hod is lack o amilia i y wi h i .
On he basis o he p esen ed bene i s
and he esul s o he ques ionnai e esea ch,
we conside he Balanced Sco eca d me hod
a s a egic managemen ool ha should be
p esen ed mo e o Slo ak businesses. Be e
knowledge o he Balanced Sco eca d me hod
can lead o a wide use o he BSC in Slo ak
businesses and hus aking an ad an age o he
bene i s ha he BSC o e s.
When o mula ing p oposals o inc ease he
le el o knowledge o he Balanced Sco eca d
me hod in Slo ak businesses we come ou om
he p e e ed me hods o ob aining in o ma ion in
businesses. Manage s acqui e new knowledge
mos ly h ough school educa ion (educa ional
ac i i ies) o p ac ical aining. A numbe o
businesses gain new knowledge also om he
expe ience o o he businesses (coope a ing
businesses, compe i ion) and also om
specialized jou nals and magazines. Inno a ion
is nowadays a key ac o o en ep eneu ial
ac i i y (Šipikal, Pisá , & U amo á, 2010). Wi h
ega d o hese ways o ob aining in o ma ion
in Slo ak businesses, he mos sui able way o
p o iding in o ma ion abou he BSC me hod
appea s o be educa ional ac i i ies as well
as in-company aining. Likewise, businesses
ha e a possibili y o use he se ices o special
consul ing agencies.
The Balanced Sco eca d me hod can be
implemen ed in di e en ways. The business
can decide o implemen he me hod by i sel
(in-house), wi h he help o consul ing agencies
o ano he expe who is a specialis in he
BSC me hod. Synek e al. (2011) a gue ha
in he p ocess o designing (cons uc ion) and
implemen a ion o he BSC me hod in o he
business, he whole eam o specialis s should
wo k oge he .
Based on he heo e ical knowledge
and p ac ical expe ience o Slo ak and
o eign businesses, i is clea ha o he
p ope implemen a ion o he BSC me hod,
he commi men o he op managemen
is essen ial. We conside ull suppo and
ac i e pa icipa ion o he senio managemen
an impo an p econdi ion o success ul
implemen a ion o he BSC. Full suppo and
ac i e pa icipa ion o he senio managemen
is equi ed due o compe encies and au ho i y
needed.
Simila ly, manage s a lowe le els also
ha e o be iden i i ed wi h he implemen a ion o
he BSC me hod. An essen ial poin he e is ha
manage s ha e clea ly de i ned compe encies.
Employees canno be le ou ei he – hey
should also ha e basic in o ma ion abou
he me hod. App op ia e awa eness educes
esis ance o change as i minimizes he ea o
he new and unknown.
In gene al, businesses ha e o mee ce ain
p e equisi es o success ul implemen a ion
o he BSC me hod in o hei business
p ac ice. Se e al au ho s deal wi h his kind
o esea ch and de i ne he assump ions ha
businesses should mee be o e he ac ual
implemen a ion o he BSC me hod. Acco ding
o Ka abašo á (2010), he main p e equisi es
o success ul implemen a ion o he Balanced
Sco eca d a e as ollows: ull suppo and
ac i e pa icipa ion o he senio managemen ,
adap a ion o all ac i i ies o he business o
ma ch he new go e nance, he business
has o clea ly de i ne he esponsibili ies o
achie ing he measu emen s o he BSC
and o connec hem wi h he e alua ion and
emune a ion o employees; a key ac o
he e is he communica ion o he new sys em
and in ol emen o all employees in i s
implemen a ion.
I is e iden ha he Balanced Sco eca d
me hod could help ou businesses no only
measu e he pe o mance, bu also manage he
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Business Adminis a ion and Managemen
s a egies which ha e o be adop ed so ha he
long- e m goals a e achie ed. In o he wo ds,
he applica ion o his ool could help ensu e
he consis ency o ision and ac ion which
is he i s s ep owa ds he de elopmen o
success ul businesses.
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