Download This PaperThe Balanced Scorecard's Evolution as a Strategic Mechanism at Banking Sectors
Ali, B. J., & Anwar, G. (2021). The Balanced Scorecard’S Evolution as a Strategic Mechanism at Banking Sectors. International Journal of English Literature and Social Sciences, 6(1), 471–478. https://doi.org/10.22161/ijels.61.63
8 Pages Posted: 21 Apr 2021
Date Written: April 8, 2021
Abstract
As the current study has an empirical and impartial nature, a quantitative method was considered
the best method for achieving the research objectives of the study. A quantitative technique applied in order to analyze the current study. Sample design refers to the procedure or method the researcher is willing to accept in choosing items for the sample. Research sample was selected using a procedure of random sampling and it was carried out in different banks. A total of 140 questionnaires were distributed, however 128 participants properly filled out the questionnaires. The study applied multiple regression analysis to measure the current study. The results show that internal process as balanced scored card has significant positive influence on strategic mechanism at 5% level. The results show that internal process as balanced scored card has significant positive influence on strategic mechanism at 5% level. The results show that organizational capacity as balanced scored card has significant positive influence on strategic mechanism at 5% level. The results show that customer as balanced scored card has significant positive influence on strategic mechanism at 5% level. Moreover, all beta value is higher than .001. The results show that nonfinancial incentives have a better impact on employee success because they encourage them to be more environmentally conscious. As a result, it is proposed that, in order to ensure environmental protection, nonfinancial initiatives be used in accordance with financial measures to enhance internal company processes. For example, rather than conventional initiatives that would persuade sustainable change, it is recommended that measures related to waste and utilization of specific resources be taken. The methodological results further highlight the importance of learning and development as a constant phase rather than a seasonal operation.
Keywords: balanced scorecard, strategic mechanism, banking sector, Kurdistan-Iraq
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