Realtionships between Fiancial and Learning and Growth Perspectives in BSC

Ilona Berková, Markéta Adamová and Kristýna Nývltová
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Ilona Berková: Department of Applied Mathematics and Informatics, FEK, University of South Bohemia in Ceske Budejovice, Studentska 13, 37005 Ceske Budejovice, Czech Republic
Markéta Adamová: Department of Management, FEK, University of South Bohemia in Ceske Budejovice, Studentska 13, 37005 Ceske Budejovice, Czech Republic
Kristýna Nývltová: Department of Accounting and Finances, FEK, University of South Bohemia in Ceske Budejovice, Studentska 13, 37005 Ceske Budejovice, Czech Republic

Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2017, vol. 65, issue 6, 1841-1850

Abstract: Balanced Scorecard (BSC) is one of the methods for measuring of the company's performance, strategy formulation and subsequent management leading to improving competitiveness. Nowadays company performance has an important role because the competitive environment is much more changeable and more difficult to predict because of the influence of globalization.BSC is worldwide used both in large, medium and small businesses regardless of the field of business. According to Knápková, Homolka and Pavelková (2014), this model is used only by 13 % of the enterprises in the Czech Republic.BSC monitors business performance from four perspectives: Financial, Customer, Internal Process, Learning and Growth. The main aim of this paper is to verify whether there is a correlation between Learning and Growth and Financial perspective. Data were obtained from the database Albertina Gold and from quantitative research in companies in 2015. As sample small and medium enterprises in Czech Republic were chosen by random selection. Data were analysed by using regression analysis. Based on the analysis the dependence of some financial indicators on the attitude of the company to the risk and on long-term or short-term orientation was proved.BSC is spread in 30-50 % companies all over the word, in Australia this method is used even in 88 % companies (Al Sawalqa, Holloway and Alam, 2011). Due to proven dependence it would be appropriate to raise Czech companies' awareness of advantages of this method.

Keywords: BSC; competitiveness; efficiency; SMEs; cultural dimensions (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:mup:actaun:actaun_2017065061841

DOI: 10.11118/actaun201765061841

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