Using balanced scorecards for the evaluation of “Software-as-a-service”

• Published in: Information & management Vol. 50; no. 7; pp. 553 - 561
• Main Authors: Lee, Sangjae, Park, Sung Bum, Lim, Gyoo Gun
• Format: Journal Article
• Language: English
• Published: Kidlington Elsevier B.V 01.11.2013; Elsevier; Elsevier Sequoia S.A
• Subjects: Applied sciences; Balanced Scorecard; Balanced scorecard (BSC); Causal relationships; Computer science; control theory; systems; Computer systems and distributed systems. User interface; Exact sciences and technology; Firm modelling; Information systems. Data bases; Memory organisation. Data processing; Operational research and scientific management; Operational research. Management science; Small & medium sized enterprises-SME; Software; Software engineering; Software services; Software-as-a-service (Saas); Studies; Success factors; Technology adoption; Causal relationships; Software-as-a-service (Saas); Balanced scorecard (BSC); Performance evaluation; Cloud computing; Web service; Integrated management; Business process; Business model; Scoring credit; Firm management; Causality; Software as a Service; Small medium sized firm; Firm strategy
• ISSN: 0378-7206; 1872-7530
• DOI: 10.1016/j.im.2013.07.006

To overcome the problem of limited resources, increasing numbers of small- and medium-sized companies (SMEs) are adopting “Software-as-a-service” (Saas) as an efficient tool for IS implementation. The balanced scorecard (BSC) has been adopted by SMEs to evaluate Saas via four measures: learning and growth, internal business processes, customer performance, and financial performance. The survey results for 101 Software-as-a-service adopters indicate that learning and growth, internal business processes, and customer performance are causally related to financial performance. The results show that these four key elements for Saas success are interrelated, supporting the core premise of the BSC.