An integration between the principles in supply change management in sport tourism and sustainability balanced scorecard leads to development of guidance and assessment criteria for a city to be a sustainable sport tourist destination. This paper aims to present a sport tourism sustainability management model (STSM), consisting of 5 perspectives, namely financial perspective, customer perspective, internal process perspective, learning and growth perspective and sustainability perspective. By using Delphi technique to obtain a consensus from experts, university lecturers, independent organization/association and business entities in relation to sport tourism management, the researcher defines elements to assess complex perspective for sustainable development of sport tourism. The result shows that there are 5 perspectives and 18 elements in relation to sustainable development of sport tourism. All perspectives and elements have high consensus as measured by Kendall’s Coefficient of Concordance (W) of .488. To validate the model, the researcher examines correlation among the five perspectives with structural equation model and finds that the absolute fit is satisfactory, with the value of CMIN/DF at 1.830, RMSEA at .046, GFI at .951, AGFI at .919 and RMR at .038. In addition, the incremental fit also demonstrates positive result with the value of NFI at .962, CFI at .982, TLI at .973 and IFI at .982. As the model aligns and explains empirical data, it can support decision making for management team, effective and efficient strategy drafting for sustainable development in sport tourism and improving livelihoods of residents.

Research background – Effective management of modern business is impossible without the systematic development and implementation of solutions aimed at changing it, due not only to market demands and competitive conditions, but also to the requirements of various social groups. Corporate governance should be focused on ensuring that all stakeholders perform their functions in the best possible way and satisfy their needs while maintaining a balance of interests between them.Purpose – This article is devoted to the consideration of the possibility of using the integrated business analysis developed by its author, based on a balanced scorecard, in the process of studying the strategic aspects of a company's activities.Design/methodology/approach – The methodological basis of the study was the concept of business analysis as such and the concept of a balanced scorecard by R. Kaplan and D. Norton.Findings – It is shown that an integrated business analysis based on a balanced scorecard involves a comparison with the target value, identifying the causes of deviations and predicting the company's strategic rating. It includes a comprehensive analysis of financial performance, customer performance, internal business process performance, and learning and development performance of a company's balanced system. Integrated business analysis based on a balanced scorecard begins with the analysis of the indicators of training and development of the company's personnel and ends with the forecasting of its strategic rating. His methodological tools are expert- score rating, comparison method, graphical and tabular methods, factor analysis techniques and various forecasting methods. Development of an integrated business analysis based on a balanced scorecard is the result of further development of the concepts of business analysis and a balanced scorecard and is aimed at further improving the information support of the strategic management of the company, ensuring its sustainable development in the long term.Originality/value – The author comes to the conclusion that integrated business analysis based on a balanced scorecard is a new and quite effective tool for studying the strategic aspects of a company's activities, forming the analytical support for its strategic management in modern conditions. Its results can be used in the development of management decisions not only long-term, but also medium-term and short-term, providing a sufficient degree of stability of the company from the point of view of its main stakeholders.

As the world is striving to recover from the shockwaves triggered by the Covid-19 crisis, all hands are needed on deck to transition towards a green recovery and make peace with nature as prerequisites of a global sustainable development pathway. In this paper, we examine the blockchain hype and the gaps in data and tools to build promising use cases for blockchain technology to accelerate global efforts in the decade of action towards achieving the SDGs. We attempted to break the hype-cycle portraying blockchain’s superiority by navigating a rational blockchain use case development approach. By prototyping an SDG Acceleration Scorecard to use blockchain-enabled solutions as SDG accelerators, we aim to provide useful insights towards developing an integrated approach that is fit-for-purpose to guide organizations and practitioners in their quest to make informed decisions to design and implement blockchain-backed solutions as SDG accelerators. Acknowledging the limitations in prototyping such tools, we believe these are minimally viable products and should be considered as living tools that can further evolve as the blockchain technology is getting mature, its pace of adoption increasing, and its lessons learned, good practices and standards widely shared and internalized by teams and organizations working on innovation for development.

(1) Background: The CEO message of hospital homepage contain various contents such as the hospital's future vision, promises with customers, upgraded services and public activities. The CEO’s message of the homepage includes non-financial information as well as financial information of corporates. Also, it provides useful information for not only company's goals and vision but also firm performance and strategies for the future. This study aims to investigate associations between CEO’s message of hospitals homepages and financial status. We used the balanced scorecard frame to analyze what content on the hospital's homepage is related to the hospital's various financial ratios. (2) Methods: We adopt a text mining method to extract significantly repeated keywords from the CEO’s message of hospital website. And we classify these keywords by a balanced scorecard frame. To examine the relationship between keywords of CEO’s message of the hospital homepage and hospital’s financial ratio, T-test is conducted for the difference in the TF-IDF (Term Frequency is Divided by Inverse Document Frequency) mean of the home page contents and its relationship with the views of the balanced scorecard framework. (3) Results: According to empirical results on 65 samples collected from local hospitals, there are some significant relationship between the qualitative content of the hospital's homepage and the quantitative financial ratio that indicates profitability, activity, leverage, liquidity, and transfer to essential business fund (EBF) income. (4) Conclusions: The introduction section of a homepage is most accessible to customers, containing the aims and ideals of hospitals and reflecting their values and visions [1]. In addition, in view of financial status, they can either emphasize financial strength or focus on other areas to mask weakness of financial information. This study reminds us of the importance of hospital website’s disclosure, and it can be inferred from the financial status of the hospital. It also highlights the need for harmonization between quantitative data, financial statements, and qualitative data, CEO’s messages. (5) Implications: To our best knowledge, this paper is the first research attempting to investigate the relation between text of hospital homepage and financial ratio of hospital through text mining technique and balanced scorecard frame. Hospitals take a crucial part in a country’s welfare and healthcare backbone industry. Nevertheless, in many countries, hospital organization sectors tend to remain a source of critical fiscal deficits due to its ineffective and sloppy management. We expect that the result of this paper can provide hospital managers to useful information.

The purpose of this paper is to propose a tool to measure the performance of a Strategic Asset Management Plan (SAMP) based on a Balanced Scorecard (BSC). The SAMP converts organizational objectives into asset management objectives, also specifies the role of the asset management system and brings support to achieve asset management objectives. The SAMP becomes the heart of the organization and integrates with long-term, medium-term, and short-term financial plans integrated with same term activity plans. In the SAMP, the balance among performance, costs and risks is also taken into consideration in order to achieve the organization’s objectives. On the other side, the SAMP is a guide to set the asset management objectives while describing the role of the Asset Management System (AMS) in meeting those objectives. While SAMP is the central figure of AMS, it is important to measure its performance and needs to be build and improved through an iterative process, what means that is not just a document, it is “the document”, and should be treated as a “living being” that needs to adapt to internal and external changes quickly. The BSC is an excellent tool where, through the appropriate Key Performance Indicators (KPIs), the progress can be measured, and is supported by four perspectives: Financial; Customer; Internal Process; and Learning and Growth.

Research background – Learning and growth is one of the essential tools that companies ought to use in today's market economy in order to ensure their sustainable development in the long-term and, consequently, to achieve their maximum market value.Purpose – This article is predominantly of theoretical nature and considers the possibility of using the applied strategic analysis technique that was developed by the author to analyze learning and growth in the course of a study of strategic aspects of learning growth. The technique is based on the balanced scorecard system of the same name. Design/methodology/approach – Methodologically, the study is based on Kaplan and Norton's balanced scorecard concept and the author's concept of applied strategic analysis. Findings – It is shown that applied strategic analysis of learning and growth envisages comparative evaluation, diagnostics of deviations and predictions of the values of the balanced scorecard metrics of learning and growth in the dimension of strategic objectives. It includes analysis of the level of motivation in employees, the volume of authroity delegation and whether their personal goals match company goals; analysis of the expansion capacity of information systems, and analysis of the quality of retraining and the creativity level of employees. The applied strategic analysis of learning and growth with comparative evaluation of the metrics of the level of motivation in employees, the volume of delegation to them and of the match between their personal and corporate goals, and concludes with a prediction of the values of factor measures of the quality of retraining and creativity development in employees.Originality/value – The author comes to a conclusion that applied strategic analysis of learning and growth is a new and sufficiently effective instrucment for studying the strategic aspects of companies' performance that is associated with the training and development of their personnel. The instrument provides analytical support to strategic management as regards personnel training and development in today's conditions. Its results might be useful when working out managerial decisions for the company's short-term, medium-term and long-term plans in the area of learning and growth.

This paper analyzes the potential strategies for a bank merger from a Sustainable Development Goals (SDG) perspective, focusing on three key criteria: profitability, market share, and service quality. In the short-term, the merged bank should prioritize optimizing financial performance through cost management, revenue stream identification, and risk management practices. Market share expansion can be achieved through targeted customer acquisition and retention efforts, market research, and competitive analysis. Service quality can be enhanced through improved customer service, efficient complaint resolution processes, and leveraging technology. These short-term plans align the merged bank's operations with the identified criteria and promote responsible banking practices that contribute towards the SDGs. In the long-term, the merged bank should focus on diversifying revenue streams, expanding its customer base, and optimizing cost structure. Long-term strategies should include establishing a strong brand presence, customer loyalty programs, and continuous improvement in service quality. The paper emphasizes the importance of monitoring progress, making necessary adjustments, and aligning with SDGs for sustained profitability and long-term success in the marketplace. The findings of this study provide valuable insights for banks considering a merger and highlight the significance of considering SDGs in their strategic planning.

In this article, management control has been studied from the perspective of intention towards sustainable development of companies. The main idea focuses on the analysis of relations between sustainable management control and the system of performance appraisal using as a reference the resource-based theory. These relations have been assessed both theoretically by reviewing literature in the field, and empirically based on data collected in a questionnaire from top management, as well as data from Annual Reports from the main segment of Bucharest Stock Exchange. The authors have shown that financial performance has a significant influence on management control, and the return on capital employed is one of the most recommended indicators. The sustainable nature attributed to management control is the result of institutional theory evolution, provisions of Directive 2014/95/EU and Guide of Global Management Accounting Principles (2015) using stewardship. Consequently, profits are not the main element any more in the assessment of financial „health” of a company. To ensure the sustainable success, sustainable balanced scorecard is one of real measures for managing financial and non-financial performance.

This study explores the implications of merging two fundamentally different types of banks: Islamic and conventional banks. The research aims to provide insight into such a merger's unique opportunities and challenges and offer strategic guidance for future mergers. A balanced scorecard-based strategic analysis using Quantum Spherical Fuzzy Decision-Making Approach was used to develop the merged bank's short- and long-term strategic plans. The balanced scorecard included 12 key performance indicators (KPIs) in 4 groups, and the methodology also incorporated several questions to guide the analysis. The study results offer valuable insights into the potential opportunities and challenges of merging these two types of banks and strategic recommendations for stakeholders at all levels. The study is a valuable guideline for future mergers between similar or different types of banks. Overall, the findings suggest that a well-planned merger strategy is essential for avoiding challenges and maximizing the benefits of merging Islamic and conventional banks. By integrating the strengths of both types of banks, a merged entity could create a competitive advantage and potentially improve financial performance. However, this requires careful consideration of cultural differences, regulatory challenges, and other factors that could impact the merger's success.