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• W3195914731 abstract "The government of Ethiopia is endeavoring to bring organizational transformation since 1994, by using different change tools. Balanced scorecard is among the change tools that implemented in public sectors since 2010. But the result was not as satisfactory as intended. This study focuses on the challenging factors that impeded the implementation of balanced scorecard in Benishangul Gumuz Regional State in some selected bureaus. To address the study's objective, explanatory strategy of mixed methods research design has adopted. Survey was conducted on seven (7) public sectors that were taken as primary sources of the study with focus group discussion and document review as secondary source of data for the study. The subjects of the study were management members, balanced scorecard team; change committee in those sampled seven public sector bureaus. Closed and open ended questionnaires were distributed to the sample respondents. To identify the magnitude of various challenging factors of BSC implementation, four independent variables are identified; top management commitment, organizational working culture, employee resistance, communication and cascading process. Under each independent variable multi items were designed and measured the severity of challenging factors. The data which elicited through questionnaires were analyzed quantitatively by using inferential statistics such as regression with ordinary least square model to check the coefficient of each independent variable on dependent variable. Results of the analysis shows that top management commitment is the least contributing factor for the implementation process of BSC in the region. I.e. it is the most challenging factors among the independent variables. Organizational working culture is the detrimental one to BSC implementation next to lack of top management commitment. This finding is also solidified by qualitative data which were collected through focus group discussion and document analysis. The finding of the qualitative analysis shows that communication and cascading next to lack of top management commitment is impeding the implementation of BSC. Generally, this study suggests taking corrective measures by regional administrative council or cabinet body and top management members at their respective bureaus before the new system (BSC) got sluggish." @default.
• W3195914731 created "2021-08-30" @default.
• W3195914731 creator A5084097531 @default.
• W3195914731 date "2019-01-01" @default.
• W3195914731 modified "2023-09-24" @default.
• W3195914731 title "The challenges of implementing Balanced Scorecard (BSC) in public sector: In the case of B/G/R/S, some selected bureaus" @default.
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