{"title":"平衡计分卡在国内商业银行的实施","authors":"L. Kontić, Jovan Kontić","doi":"10.5937/bankarstvo2201126k","DOIUrl":null,"url":null,"abstract":"The paper discusses the Balanced Scorecard model in one bank that operates on Serbian market. To obtain a more complete image of the bank efficiency in the long term, it is necessary to include non-financial indicators, such as clients' perspective, internal business processes, as well as learning and growth. The results showed that proposed model can be used in banking sector in one transition economy. Balanced Scorecard has been allowed bank's managers to assess all factors in order to implement strategic goals.","PeriodicalId":53365,"journal":{"name":"Bankarstvo","volume":"1 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Implementation of Balanced scorecard in domestic commercial bank\",\"authors\":\"L. Kontić, Jovan Kontić\",\"doi\":\"10.5937/bankarstvo2201126k\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The paper discusses the Balanced Scorecard model in one bank that operates on Serbian market. To obtain a more complete image of the bank efficiency in the long term, it is necessary to include non-financial indicators, such as clients' perspective, internal business processes, as well as learning and growth. The results showed that proposed model can be used in banking sector in one transition economy. Balanced Scorecard has been allowed bank's managers to assess all factors in order to implement strategic goals.\",\"PeriodicalId\":53365,\"journal\":{\"name\":\"Bankarstvo\",\"volume\":\"1 1\",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2022-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Bankarstvo\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.5937/bankarstvo2201126k\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Bankarstvo","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.5937/bankarstvo2201126k","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Implementation of Balanced scorecard in domestic commercial bank
The paper discusses the Balanced Scorecard model in one bank that operates on Serbian market. To obtain a more complete image of the bank efficiency in the long term, it is necessary to include non-financial indicators, such as clients' perspective, internal business processes, as well as learning and growth. The results showed that proposed model can be used in banking sector in one transition economy. Balanced Scorecard has been allowed bank's managers to assess all factors in order to implement strategic goals.
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