Developing a balanced scorecard model to diagnose and measure strategic performance in Iraqi commercial banks - a case study in Al-Rasheed Bank

Abstract

The research aimed to prove the extent of the possibility of using the balanced relationship card in measuring the strategic performance of the Commercial Bank of Iraq, due to the importance of this in developing the bank’s capabilities and improving its performance. The research problem was based on the importance of the balanced relationship card in measuring the strategic performance of the service organization, and banking organizations in particular, and tried to The research is an answer to the question: Is it possible to adapt the balanced score card and use it to measure performance in the Commercial Bank of Iraq (Al-Rasheed Bank)? For the purposes of collecting field data, a closed-ended questionnaire was designed with two sections. The first section included variables and paragraphs that measured the performance of the bank under study according to the axes (perspectives) of the balanced score card. The second section included closed-ended variables and paragraphs to measure the current reality of the bank under study. The form was distributed. On a deliberate sample of (50) individuals, selected from the study population that included administrative bodies and technical competencies at Al-Rashid Bank (Baghdad), the research showed a set of results, the most important of which is the bank’s lack of an objective link between its goals and activities, starting with employees and ending with the market, customers, and financial results. This provides a more appropriate environment for using the balanced score card to measure and develop the performance of the commercial bank under study.