Advances in Decision Sciences / 2015 / Article / Tab 1

Research Article

The Balanced Scorecard and the Strategic Learning Process: A System Dynamics Modeling Approach

Table 1

Details concerning the company’s BSC.

PerspectivesObjectivesOutcome measuresShort run average interaction time frame originating from previous perspective (assumptions)Long run time expectations frame with respect to full impact of effects originating from an earlier perspective

(5)
Financial
To be able to satisfy the preferential creditors before demands for dividends to owners are metEVATM, profit, and RoCE“Cause(4)
Effect(5)”
≈ 6 months on average
“Cause()
Effect(5)”
≈ 3–5 years in full

(4)
Customer
To offer the best products timely so that the customer wishes to remain a customerActive customers, customer loyalty, and customer recommendations“Cause(3)
Effect(4)”
≈ 17 months on average
“Cause(3)
Effect(4)”
≈ 2 years in full

(3)
Process & supplier
To have access to the right resources at any time. To improve the flow from procurement to shipmentFinished inventory, product work in process, and machine capacity“Cause(2)
Effect(3)”
≈ 6 months on average
“Cause(2)
Effect(3)”
≈ 1 year in full

(2)
Employees
To have well-motivated and competent employees and let the employees be aware of the importance of competitionStaff utilization and staff capacity“Cause()
Effect(2)”
≈ 3 months on average
“Cause()
Effect(2)
≈ 1 year in full

()
R&D
To ensure strong competitiveness and be able to grow steadily, continuously developing products and servicesRate of innovations“Cause(5)
Effect()”
≈ 12 months on average