Investigating The Factors Affecting Successful BSC Implementation In The MAPNA Railway Sector

Abstract

As a performance appraisal system and besides other traditional financial appraisal systems, Balanced Score Card (BSC) evaluates performance of organizations from three other perspectives, including customers, internal business processes, and growth and learning perspectives. As a whole, three main groups of effective factors on successful implementation of BSC are recognized, including Organizational, Staff and Top Management factors. In the verified model, these factors are shown. In the study done in the MAPNA railway sector, a sample of 35 persons was drawn to be used for the distribution of questionnaires. To verify the validity of the questionnaire, the face-validity method was used, and to verify its reliability, we used Cronbach's ?. To determine the degree of normality of our data, we used the Kolomogorov-Smironov method. Also, Spearman non-parametric correlation tests were used to test the hypotheses. The results verify all three hypotheses which indicate effectiveness of top management, staff and organizational factors in successful implementation of BSC. Top management is the most important factor, followed by organizational and staff. After verification of all three hypotheses, researchers tried to estimate the dependent variable (that is, successful implementation of BSC) using multiple regression analyses and the three main independent variables. This shows the simultaneous impact of the three independent variables on successful implementation of BSC. Based on the results, only staff factor is not statistically significant. It means that, for successful implementation of BSC, if “Top Management” and “Organizational” factors are considered correctly, indices related to staff automatically improve, too.