A pattern for performance assessment by balanced scorecard method: a case study

In today's era, amazing developments in knowledge management have necessitated the presence of assessment discipline in an inevitable manner. Measuring and assessing the operations are important due to their relationship with decisions concerning several various human characteristics. In this paper, by using the balanced scorecard (BSC), we identify significance of organisational improvement activities from different aspects such as financial, growth and learning, customers and internal processes. The BSC has a conceptual framework that transforms organisational strategic goals to measurable indices and creates a balanced distribution among the vital domains of an organisation. We first adjust and internalise the BSC model in order to make it compatible for an Iranian large company, Mazandaran Wood and Paper Industries (MWPI), and then identify the suitable indices to do assessment of the company's operations. The indices are specified by the aid of some questionnaires, which were distributed among the mid‐level/senior managers, and are interpreted by using statistical methods. Finally, after identifying and introducing the assessment of the pattern for MWPI operations, some useful suggestions are presented to improve the pattern and to achieve the company's successive goals.