A Systematic Literature Review: The Role of Balanced Scorecard in Performance Measurement for Corporate Sustainability

This research aims to improve sustainable business performance through Balanced Scorecard (BSC) with a systematic literature review method from 2018 to 2022, using Watase Uake, which resulted in 28 selected articles. BSC has proven to be strategic in improving the holistic performance of companies, covering 4 main perspectives: financial, customer, development and growth, and internal process. The internal process perspective was more influential in strategizing to measure company performance, followed by the training and development perspective, and then the customer and financial perspectives. The four perspectives of performance measurement using the balanced scorecard are interrelated so that the internal process makes improvements in the learning and development perspective, which in turn leads to finance by bringing benefits to customer satisfaction.

This research aims to improve sustainable business performance through Balanced Scorecard (BSC) with a systematic literature review method from 2018 to 2022, using Watase Uake, which resulted in 28 selected articles.BSC has proven to be strategic in improving the holistic performance of companies, covering 4 main perspectives: financial, customer, development and growth, and internal process.The internal process perspective was more influential in strategizing to measure company performance, followed by the training and development perspective, and then the customer and financial perspectives.The four perspectives of performance measurement using the balanced scorecard are interrelated so that the internal process makes improvements in the learning and development perspective, which in turn leads to finance by bringing benefits to customer satisfaction.

INTRODUCTION
In an increasingly complex and dynamic business era, organizations are required to have a holistic and adaptive strategic management approach.The rapidly changing global market requires companies to be able to effectively measure and improve their performance (Suárez-Gargallo & Zaragoza-Sáez, 2023).Knowledge is considered to be the ultimate power, and companies that understand the extent of their goal achievement have a significant advantage.These companies seek innovation to increase productivity through better performance, differentiation, creation of new products, and high quality in the products and services provided (Islam et al., 2018;Quesado et al., 2022).Innovative technologies and sophisticated production methods emerge as technology advances, competition increases, and customer demands intensify.The Balanced Scorecard (BSC) is emerging as one of the most widely adopted strategic performance management systems (Quesado et al., 2022).Initially, business management tended to focus attention on financial metrics (Sayed et al., 2021).However, BSC changes this paradigm by involving four additional perspectives: customer, internal business processes, learning and growth, and financial perspectives (Zand et al., 2018) This allows companies to track metrics in a broader and proactive dimension, so that management can take corrective measures before the full financial impact is felt (Goldstein, 2022).
BSC helps create a common and comprehensive reference point for all employees and business units of the organization (Mehralian et al., 2018).Its use in various sectors, including non-private and government units, has grown over time (Mio et al., 2022).Nonetheless, limited knowledge regarding how these organizations overcome challenges in the development and implementation of their BSC is still an obstacle (Handoko et al., 2021).The importance of BSC implementation in the context of strategic management continues to grow, especially in following the global trend towards sustainable development (Jami Pour & Asarian, 2019).Organizations are directed to demonstrate their efforts through instruments such as corporate governance, corporate social responsibility, and environmental management.BSC, as a comprehensive strategic performance management tool, helps educational institutions serve their mission with a focus on strategy through the provision of a balanced performance system.It includes operational measures such as customer satisfaction, innovation, learning, and internal process activities that are key drivers of future financial performance (Coskun & Nizaeva, 2023).

LITERATUR REVIEW Balanced Scorecard
The Balanced Scorecard (BSC) is a performance management tool developed by Kaplan and Norton in the early 1990s (Taamneh et al., 2018).Its function is to help organizations translate vision and strategy into operational actions (Albuhisi & Abdallah, 2018).BSC uses interrelated financial and non-financial performance indicators, creating a comprehensive cause-and-effect relationship (Alsharari et al., 2019).There are four main perspectives in BSC, namely finance, customer, internal processes, and learning and growth.The finance perspective evaluates financial performance, the customer perspective identifies target markets and segments while measuring the success of these segments.Internal processes focuses on improving internal processes that help achieve organizational goals, while the learning and growth perspective focuses on improving internal processes that help achieve organizational goals, emphasizes adaptation, innovation, employee development, and mastery of technology (Sayed et al., 2021;Alsharari et al., 2019).The main purpose of BSC is to create a shared understanding of the organization's vision and strategy, ensuring consistent contributions from each level and function towards long-term goals (Anggitaningsih et al., 2022).By using indicators from these four perspectives, organizations can measure performance holistically, not only based on financial aspects, but also taking into account other critical aspects that contribute to sustainability and growth (Albuhisi & Abdallah, 2018).

Employee Performance
Employee performance is an assessment of how someone completes their work, referring to certain provisions that apply to a job.This includes adherence to regulations, performing tasks without errors or with a minimum number of errors, and accuracy in carrying out tasks (Albuhisi & Abdallah, 2018).Aspects of employee performance also involve work results, the ability to obtain the necessary information, timeliness in completing tasks, responsibility, and cooperation with others (Anggitaningsih et al., 2022).Employee performance is seen from the results of work in terms of quality and quantity in accordance with the responsibilities given.Performance also involves working time, cooperation, and achieving organizational goals.In conclusion, employee performance can be measured by comparing the results of their work with predetermined standards, both in terms of quality and quantity, in accordance with their responsibilities (Taamneh et al., 2018).

Strategic management
Strategic management is gaining more and more important attention in the face of competitive and dynamically changing markets.The new view emphasizes that profit is not the only goal of organizations Today, profit should be the result of correct and sustainable actions.Awareness of common interests with society and the limits of economic growth to preserve resources are the determining factors in which managers must operate (Sayed et al., 2021).
The importance of monitoring and interpreting the organization's environment, both internal and external, creates the basis for the development of the company's strategic posture (Lucianetti et al., 2019).The value statement, vision, mission, and strategic objectives become the foundation for determining the overall business strategy (Córdova-Aguirre & Ramón-Jerónimo, 2021).The strategic management process not only includes planning, organizing, executing, and controlling business activities, but also highlights the implementation and strategic control phases (Janaki, 2019).This entire process is fundamental in achieving the goals that have been proposed by the company.Therefore, managers need to not only understand, but also actively engage in the process of developing, implementing, and controlling strategic plans, strategic control to ensure the long-term success of the company in this competitive and dynamic market (Mio et al., 2022).Strategic management is becoming increasingly important in the face of competitive and dynamically changing markets.New views and paradigms emphasize that profit is not the only goal of an organization.Today, profit should be the result of right and sustainable actions.The awareness of common interests with society as well as the limits of economic growth to preserve resources define the context in which managers must operate (Sayed et al., 2021).

METHODOLOGY
The method used in this research is the Systematic Literature Review (SLR) method with the help of Watase Uake to assist in the search.This method takes an approach that can identify, review, select, evaluate, and interpret research journal articles that are relevant to a particular research question, topic, or phenomenon.SLR aims to present an objective evaluation of a research theme using a reliable methodology.The stages in conducting a systematic literature review are as follows.

Research Question
The first step in carrying out SLR is to clearly formulate the research question to define the scope and avoid ambiguity.Research questions are formulated from the subject matter to be researched.In this study, we seek to provide a deeper understanding of the following two research questions: RQ 1: What are the indicators of each Balanced Scorecard (BSC) perspective in measuring performance in a company?RQ 2: What is the role of Balanced Scorecard (BSC) in measuring performance in a company?

Searching for the Literature
The collection of articles or journals is done by using a tool, Watase Uake, to assist in the search.Watase Uake is an online system designed to conduct research collaboration between researchers.This system was initiated in 2018 and began to be developed by involving researchers from several universities in 2020.Watase.web.id was created with the aim of facilitating researchers in conducting joint research (collaborative research).Searching for articles with related topics is done using the keywords "the role balanced scorecard, performance".

Selection Criteria
From the search using Watase Uake, 251 articles were obtained.There are 2 criteria for selecting articles: inclusion criteria are criteria that are adjusted, and exclusion criteria are criteria that are not included or excluded.The exclusion criteria of this study are articles published from 2018 to 2023 so that 251 articles are obtained.Furthermore, from the screening results there were 173 articles that did not enter the period and were not indexed Q1, Q2, Q3, Q4.After going through the identification and screening stages, 28 articles were included.

RESEARCH RESULT
This study examines several indicators in the use of the Balanced Scorecard which can be a measuring tool to analyze the mission of the organization by being realized in developing a good strategy to realize goals, actions and measure company performance (Alsharari et al., 2019).Huang (2009), developed a Balanced Scorecard (BSC) system to support strategic planning that selects management strategies for company operations based on four perspectives, namely learning and growth, internal business processes, customers, and finance.With the Balanced Scorecard (BSC) can help companies to carry out their business strategic plans more effectively and efficiently for sustainability company.The following date table 1 represents a more complete explanation of the literature used as material for analysis.1 illustrates the final results of the search using the watase wake web application as a tool to search for literature that matches the topic of this research.The results of the literature search were used to answer the request question research.Articles were grouped according to company type, journal publisher, and journal quartile rank.

Figure 2. Company Type
Based on figure 2, it explains that the 28 articles that passed the most examining the Balanced scorecard measuring tool are manufacturing sector companies with 11 articles followed by multinational companies with 5 articles then software companies, public sector, hospitals and banking with 2 articles each and finally university level, retail business, service companies and tourism with 1 journal each.Based on table 1 and clarified in figure 2 that the search results for articles relevant to this study mostly come from Emerald as many as 14 articles, 5 articles from Elsevier, 3 articles from Inderscience Enterprise, 2 articles from John Wiley and Sons ltd and 1 article each from SRAC, MDPI, and AOSIS.

DISCUSSION
 Top management support (Alani et al., 2018;Albuhisi & Abdallah, 2018;Alsharari et al., 2019;Bin Haji Rashid & Haji Said, 2018;Hudnurkar et al., 2018;Karasneh, 2020;Lucianetti et al., 2019;Ritchie et al., 2019;Valmohammadi et al., 2019)  Improved employee performance (Albuhisi & Abdallah, 2018;Lim & Ok, 2021)  Involving employees in various fields of work (Albuhisi & Abdallah, 2018;Taamneh et al., 2018)  Employee rewards (Alsharari et al., 2019;Taamneh et al., 2018)  Productivity (Jami Pour & Asarian, 2019;Lucianetti et al., 2019;Nicoletti Junior et al., 2018;Taamneh et al., 2018)  Strong planning (Alsharari et al., 2019)  Application of Ms Office (Alsharari et al., 2019)  The right informations (Alsharari et al., 2019)  Finding and solving problems (Alsharari et al., 2019;Lim & Ok, 2021;Ritchie et al., 2019;Valmohammadi et al., 2019)  Decision making (Alsharari et al., 2019)  Working in teams (Alsharari et al., 2019;Lucianetti et al., 2019;Valmohammadi et al., 2019)  Regular reporting (Alsharari et al., (Alani et al., 2018;Mehralian et al., 2018;Wu et al., 2019)  Achievement award (Alani et al., 2018)  Staff promotion (Alani et al., 2018;Wu et al., 2019)  Regulating competition between organizations (Essawy et al., 2019;Karasneh, 2020;Valmohammadi et al., 2019) (Essawy et al., 2019)  Reducing production waste (Amaladhasan et al., 2019;Essawy et al., 2019) (Essawy et al., 2019)  Responding to environmental and social changes (Karasneh, 2020;Wu et al., 2019)  Knowledge sharing (Amaladhasan et al., 2019;Asiaei & Bontis, 2019;Valmohammadi et al., 2019) Based on the results of the analysis of several articles above, we can know that companies that use the Balanced Scorecard to measure performance by developing corporate strategies are most widely used in the field of internal processes.This is supported by research conducted by (Lim & Ok, 2021;Sakrabani & Teoh, 2021) which states that the internal process perspective has more influence on company performance and the training field and development is in the second position then the customer field and the last is the learning and growth field.Internal business processes are most influential because they focus on helping the company to support the achievement of the company's strategic goals in the long term by ensuring that its performance is in line with the organization's vision and mission (Albuhisi & Abdallah, 2018;Taamneh et al., 2018).The use of BSC can enable management to measure the extent to which each organizational process supports strategic goals.In addition, companies need to provide training to develop employee knowledge in order to improve employee performance and gain a competitive advantage.With the training provided to employees, they are more enthusiastic in working so that it can produce more conducive, efficient and positive company performance (Lim & Ok, 2021) The four perspectives of performance measurement using the Balanced Scorecard have a causal relationship such that internal processes make improvements in the learning and development perspective, which in turn leads to financial benefits for customer satisfaction (Ndevu & Muller, 2018).RQ 2: What is the role of Balanced Scorecard (BSC) in measuring performance in a company?
As the business world continues to evolve, it is important for a company to use a tool to evaluate performance to improve it and understand its contribution in the long term.Performance assessment using Balanced Scorecard perspectives can enable a company to make more strategic and operational policies to lead to a better understanding of decision-making and long-term business sustainability.We can know the role of each perspective based on the results of the analysis in the financial perspective seen from the adequacy of funds (Alani et al., 2018) to ensure that the organization has ensured sufficient funds in its operations by using BSC to monitor and manage its financial resources (Amaladhasan et al., 2019;Essawy et al., 2019;Sayed et al., 2021) and also financial performance for the long and short term (Alsharari et al., 2019).BSC can also be used to identify areas of cost savings (Amaladhasan et al., 2019;Sanchez-Marquez et al., 2020b) so as to measure financial performance to improve margins profit and profitability of the organization (Nicoletti Junior et al., 2018;Taamneh et al., 2018).But it is necessary for organizations to determine product prices (Hudnurkar et al., 2018;Jami Pour & Asarian, 2019) by using BSC so that it can increase sales (Albuhisi & Abdallah, 2018;Jami Pour & Asarian, 2019)land can also increase market share (Lucianetti et al., 2019;Nicoletti Junior et al., 2018).In addition, BSC can help organizations to manage organizational risk (Kuiate & Noland, 2019).

CONCLUSIONS AND RECOMMENDATIONS
The use of Balanced Scorecard (BSC) in measuring performance in a company can be seen from four main perspectives, namely financial, customer, internal processes, and learning & growth, companies can quickly identify areas that require more attention or improvement and can minimize risks and also save time.In addition, the Balance Scorecard can also pay more attention to internal processes because it is the core of all processes that occur in the company so that it allows companies to identify and overcome the possibility of errors that can slow down the performance of a company.Thus, the use of Balance Scorecard (BSC) can be an effective tool in increasing the efficiency of the company's time and leading to strategic goals more efficiently.The most important thing in implementing BSC according to its four perspectives is the need for the role of top management and professionals because their commitment and involvement affect all business processes in a company.As well as the need for companies to pay attention to the indicators of each perspective in implementing BSC in the company so that the application of BSC can be carefully considered and handled appropriately to ensure success in its application.The contribution of this research provides empirical evidence from previous studies regarding indicators in the application of BSC, and provides theoretical insights that are useful for academics, managers, and practitioners.Therefore, the results of this study are expected to serve as a foundation for exploring accounting changes in companies to improve business processes and provide optimal benefits for those planning to implement BSC.
This research provides valuable understanding of the role of the Balanced Scorecard (BSC) in improving sustainable business performance.However, there are some limitations in conducting this research.Namely, the article selection process and criteria are the perspective of the researcher, and interpretation of certain articles may result in bias, even though Watase Uake was used as a tool.These limitations could potentially affect the overall representation of the literature.Although the research focused on the items in the four perspectives of the balanced scorecard and their role to measure business performance, they may not be discussed in depth.In addition, this research only covers literature from 2018-2022 so further research is needed to use literature from 2023 so as to get even more up-to-date information.Recognizing these limitations may help future research to expand coverage and detail certain aspects to provide a more comprehensive understanding.

Figure
Figure 3. Data Source