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1 – 10 of over 9000The purpose of this paper is to present a case study of the implementation and use of the Value Scorecard in a university library. The Value Scorecard seeks to articulate the full…
Abstract
Purpose
The purpose of this paper is to present a case study of the implementation and use of the Value Scorecard in a university library. The Value Scorecard seeks to articulate the full value of a library through a four dimensional matrix populated with data, evidence and narrative.
Design/methodology/approach
The study covers two years of collection of data and evidence to populate the Value Scorecard at the University of York, UK. This is action research and development.
Findings
The paper describes the success of the implementation of the framework across a broad university service including library, archives and IT services. The reporting template is outlined and the availability of relevant measures for populating each dimension are discussed, together with developments in the concepts of each dimension since the original paper on the scorecard. The paper reflects on the advances in the understanding and practice of performance measurement and assessment in libraries that the Value Scorecard offers. The strengths and omissions of other pre-existing frameworks, including the Balanced Scorecard, are discussed and absorbed into the value framework. The application of the Value Scorecard offers a practical and successful framework for library performance measurement and advocacy in a dynamic and changing landscape.
Research limitations/implications
The limitations of the research are those generally applying to a single case experience.
Practical implications
Nothing arises from the study to suggest that other libraries could not apply this framework, as it encompasses other previous frameworks and allows for local variations and circumstances. Some elements of the framework lack full measurement methods, and this is discussed.
Originality/value
The originality and value of the paper is that it provides a unique framework for measurement of all dimensions of activity and value in an academic research library, and one that can be tailored to local requirements.
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Value-based management and the balanced scorecard are two of the most distinguished management concepts of the past decades. The main criticism levelled at value-based management…
Abstract
Value-based management and the balanced scorecard are two of the most distinguished management concepts of the past decades. The main criticism levelled at value-based management is that it is rarely applied in business practice. By contrast, the balanced scorecard is mainly criticized for its insufficient integration into corporate strategy. The two concepts are occasionally described as competing business philosophies in management theory. This chapter offers an integrative view of value-based management and the balanced scorecard. The resulting ‘value-based scorecard’ incorporates the value-based business philosophy while creating a link between the scorecard and the ‘value–added’ corporate strategy. This minimizes a multitude of other critical aspects of both concepts. In light of this, it is recommended that both management theory and business practice further interpret or use the value-based scorecard presented in this study as a tool for value-based management.
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The purpose of this paper is to describe the Value Scorecard framework for performance measurement and advocacy in academic and research libraries.
Abstract
Purpose
The purpose of this paper is to describe the Value Scorecard framework for performance measurement and advocacy in academic and research libraries.
Design/methodology/approach
The study used a leadership perspective and an autoethnographic approach to develop and test the theory and practice of value measurement in a case study research library. A constructivist approach was taken for developing the framework, followed by quantitative and qualitative methods to develop, deepen and implement the full description.
Findings
The Scorecard proposition is summarized as previously elaborated in five papers, covering the overall framework and its implementation and more detailed theory and practice from the case library on human and relational capital assessment.
Research limitations/implications
The paper provides a new ontology for research libraries. Implementation has been undertaken in one case library, but the learning should be transferable to others and also potentially to other public sector or values-based organizations.
Practical implications
The Value Scorecard is shown to be applicable to organize measurement and assessment in research libraries for the demonstration and advocacy of a library’s value. It is hospitable to pre-existing data collection approaches.
Social implications
The Scorecard addresses the need to prove the social value and worth of libraries.
Originality/value
The Value Scorecard is a unique and unifying contribution to the frameworks and methods for performance measurement and advocacy in academic and research libraries. The study covers 10 years of research work to understand the concept of value in libraries, as well as 8 years of organizational development to apply this learning.
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J. Stephen Town and Martha Kyrillidou
The purpose of this paper is to define a framework and categorization of the types of evidence required to prove the value and impact of libraries. It questions the limitations of…
Abstract
Purpose
The purpose of this paper is to define a framework and categorization of the types of evidence required to prove the value and impact of libraries. It questions the limitations of current measurement for library value, and hence for contributing to academic and research library planning and advocacy. The paper describes and draws on some of the recent progress in value and impact measurement over the last five years. Scenario planning exercises conducted by both ARL and SCONUL are used to analyse the likely future value proposition emerging for libraries. A values‐based value scorecard is proposed, which would demonstrate the transcendent value of academic and research libraries now and in the future.
Design/methodology/approach
The paper examines research literature from library and general management texts to propose a framework for measuring the value and impact of libraries.
Findings
The paper concludes that a value scorecard can be used alongside the balanced scorecard to add a more value‐oriented picture of library strengths and contribution. The potential benefit of the proposed value scorecard is to gather evidence which will assist both strategic planning and decision making in relation to key areas for future investment.
Originality/value
The proposal defines a new framework aimed at measuring the full value of academic research libraries, considering both tangible and intangible assets. The proposal has been developed by exploring measurement gaps in the library management field and exploring potential options from this area and general management literature. If applied successfully, the model should provide a useful tool for strategic management and decision making.
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Rajesh Tyagi and Praveen Gupta
Traditional performance measurement models and frameworks fail to take into account the intricacies and specificity of service businesses. The important characteristics of…
Abstract
Purpose
Traditional performance measurement models and frameworks fail to take into account the intricacies and specificity of service businesses. The important characteristics of services, role of employees and partners, important of measures and concurrent production and delivery need to be incorporated into the framework. This paper seeks to address these issues.
Design/methodology/approach
The research followed a case‐based methodology using semi‐structured interviews. Literature review and case‐based methodology led to the conception of initial deployment framework.
Findings
Existing scorecards do not emphasize the deployment aspects of the scorecard and overlook trade‐offs and benchmarking decisions.
Practical implications
The scorecard provides guidance for successful deployment. The framework incorporates the importance of service innovation and role of employees and partners into the scorecard. Relative decision trade off and benchmarking are an integral part of the deployment process.
Originality/value
The two founding blocks of the scorecard are value maximization theory proposition and Six Sigma methodology. The service scorecard supports stakeholders that drive business performance thus ensuring accountability, innovation and collaboration. The scorecard offers a set of measures that builds upon existing measures.
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Christine Urquhart and Dina Tbaishat
The purpose of this paper is to examine frameworks (such as scorecards) for ongoing library assessment and how business process modelling contributes in Part 3 of the series of…
Abstract
Purpose
The purpose of this paper is to examine frameworks (such as scorecards) for ongoing library assessment and how business process modelling contributes in Part 3 of the series of viewpoint papers.
Design/methodology/approach
Reviews the statistical data collection for strategic planning, and use of data analytics. Considers how to organise further value explorations. Compares macro-frameworks (balanced scorecard, values scorecard) and micro-frameworks for library assessment. Reviews the evidence on business process modelling/re-engineering initiatives. Describes how the Riva approach can be used to both derive a process architecture and to model individual processes.
Findings
Data analytics requires collaboration among library services to develop reliable data sets and effective data visualisations for managers to use. Frameworks such as the balanced scorecard may be used to organise ongoing impact and performance evaluation. Queries that arise during ongoing library assessment may require a framework to formulate questions, and assemble evidence (qualitative and quantitative). Both macro- and micro-value frameworks are useful. Work on process modelling within libraries can help to develop an assessment culture, and the Riva approach provides both a process architecture and models of individual processes.
Originality/value
Examines how to implement a library assessment culture through use of data analytics, value frameworks and business process modelling.
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This paper aims to examine the principles that underpin library assessment, methods used for impact and performance evaluation and how academic libraries should use the findings…
Abstract
Purpose
This paper aims to examine the principles that underpin library assessment, methods used for impact and performance evaluation and how academic libraries should use the findings, and it discusses how value frameworks help.
Design/methodology/approach
This is a literature review covering aspects of value (value propositions, value co-creation), value frameworks (including the 2015 ACRL framework, Holbrook typology with worked example), data analytics and collaborative projects including LibQUAL+ initiatives and the use of balanced scorecard principles (including a values scorecard).
Findings
The use of data analytics in library assessment requires collaboration among library services to develop reliable data sets. Scorecards help ongoing impact and performance evaluation. Queries that arise may require a framework, or logic model, to formulate suitable questions and assemble evidence (qualitative and quantitative) to answer new questions about the value of library services. The perceived value framework of Holbrook’s typology, the values scorecard and the ACRL framework all support the deeper level of inquiry required.
Research limitations/implications
Includes examples of possible application of frameworks.
Practical implications
A value framework might help data analytic approaches in combining qualitative and quantitative data.
Social implications
Impact assessment may require assessing how value is co-created with library users in use of e-resources and open data.
Originality/value
The study contrasts the varying approaches to impact evaluation and library assessment in academic libraries, and it examines more in-depth value frameworks.
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The purpose of this paper is to reflect on the development of ideas relating to the value of library relationships. The paper is conceptual and provides a framework for the…
Abstract
Purpose
The purpose of this paper is to reflect on the development of ideas relating to the value of library relationships. The paper is conceptual and provides a framework for the measurement of relationship capital (RC) for academic and research libraries.
Design/methodology/approach
The research approach has been to employ a mixed method research strategy combining desk research on the concepts of the definition of RC and its foundation theories with an exploration of relational capital assessment methods from other industries. A historical review is presented with cases of the traditional main method of delivering effective relationships in libraries (embedded librarians, academic liaison and subject librarians).
Findings
The synthesis suggests a measurement approach to populate the RC dimension of the value scorecard, thereby providing an estimation of the full value of the library’s relational capital.
Originality/value
The paper fills a gap in the consideration of the importance of relationships to academic and research libraries, and provides a unique and original framework for assessment and measurement.
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Illustrates the importance of managing the brand in the future,much like managing other assets within the company (i.e. people, capitaland machinery). This requires taking a…
Abstract
Illustrates the importance of managing the brand in the future, much like managing other assets within the company (i.e. people, capital and machinery). This requires taking a different management discipline than has been used in the past and requires longer‐term perspectives by management. Discusses the rationale behind adopting a brand asset management approach to help companies maximize the long‐term value of their brands from two perspectives: demanding consumers are forcing companies to spend more dollars to earn greater returns, and companies, in general, admit to not having strategies in place to maximize their chances for getting those dollars from consumers. Findings from a recent study point to the serious mismanagement of the brand and short‐term focus on the brand. Shows that there are several aspects to this myopia that need to be overcome. Shows that management ought to change its ways and start managing its brands much more like assets – increasing their value over time.
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Oana Alexandra Albertsen and Rainer Lueg
This paper aims to review the literature on the balanced scorecard (BSC) system. The BSC may well be one of the most popular performance measurement systems, but this is not…
Abstract
Purpose
This paper aims to review the literature on the balanced scorecard (BSC) system. The BSC may well be one of the most popular performance measurement systems, but this is not synonymous with successful. The inventors of the BSC, Kaplan and Norton, actually emphasize that a BSC can only really impact the organizational performance if it is linked to the actors’ intrinsic and extrinsic incentives. As BSC has existed for more than 20 years, the authors find it relevant to survey the extant literature which elaborates on the BSC-incentives link within organizations.
Design/methodology/approach
This paper identifies 117 empirical studies from leading academic journals published between 1992 and 2012 and then assesses 30 of these studies, which present the BSC-compensation link within the BSC literature. The authors analyze both research design (authors’ perspective) and the actual findings in the field (organizations’ perspective).
Findings
First, it was found that only 30 of 117 empirical studies have a research design that is comprehensive enough to capture a full BSC as suggested by Kaplan and Norton, and only six of these studies elaborate on the link between the BSC and compensation. Second, extant research lacks valid constructs for the BSC and focuses too much on planning (ex-ante) with the BSC and not sufficiently on evaluation and control (ex-post). Third, the authors demonstrate that empirical BSC literature relies very strongly on field research in small and medium enterprises compared to similar research. Overall, the authors claim that the “relevance” of the BSC remains unproven.
Originality/value
The authors synthesize the empirical BSC literature and derive a future research agenda.
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