{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,13]],"date-time":"2026-03-13T23:24:01Z","timestamp":1773444241677,"version":"3.50.1"},"reference-count":49,"publisher":"MDPI AG","issue":"1","license":[{"start":{"date-parts":[[2022,3,2]],"date-time":"2022-03-02T00:00:00Z","timestamp":1646179200000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Administrative Sciences"],"abstract":"<jats:p>This paper aims to develop a proposal for implementing the Balanced Scorecard (BSC) in a large Portuguese company that operates in the textile sector, intending to promote its subsequent implementation. Through a qualitative research approach, a case study was carried out, using interviews, which allowed clarification of the strategic guidelines of the company under study. It was found that the organization under analysis has defined the main pillars for building the BSC: the mission, values and vision. It was also found that this is an organization with an open culture, concerned with developing efforts to create and implement tools that allow clear and fluid communication of strategic objectives in all sectors that incorporate it. It was also possible to assess that the BSC is a tool known to all employees. Everyone recognized that it would be a useful tool for improving organizational performance to meet strategic objectives. However, some factors were also found that can hinder its implementation, such as the availability of time, the organizational culture and everyone\u2019s commitment to the execution of this strategic management tool.<\/jats:p>","DOI":"10.3390\/admsci12010038","type":"journal-article","created":{"date-parts":[[2022,3,2]],"date-time":"2022-03-02T08:37:16Z","timestamp":1646210236000},"page":"38","update-policy":"https:\/\/doi.org\/10.3390\/mdpi_crossmark_policy","source":"Crossref","is-referenced-by-count":16,"title":["The Balanced Scorecard as a Strategic Management Tool in the Textile Sector"],"prefix":"10.3390","volume":"12","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-3537-2483","authenticated-orcid":false,"given":"Patr\u00edcia","family":"Quesado","sequence":"first","affiliation":[{"name":"Management School, Research Centre on Accounting and Taxation, Polytechnic Institute of C\u00e1vado and Ave, 4750-810 Barcelos, Portugal"}]},{"given":"Salom\u00e9","family":"Marques","sequence":"additional","affiliation":[{"name":"Management School, Polytechnic Institute of C\u00e1vado and Ave, 4750-810 Barcelos, Portugal"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-0283-9462","authenticated-orcid":false,"given":"Rui","family":"Silva","sequence":"additional","affiliation":[{"name":"Department of Economy, Sociology and Management, University of Tr\u00e1s-os-Montes and Alto Douro, 5001-801 Vila Real, Portugal"}]},{"given":"Alexandrino","family":"Ribeiro","sequence":"additional","affiliation":[{"name":"Management School, Polytechnic Institute of C\u00e1vado and Ave, 4750-810 Barcelos, Portugal"}]}],"member":"1968","published-online":{"date-parts":[[2022,3,2]]},"reference":[{"key":"ref_1","first-page":"42","article-title":"Applying balanced scorecards to supply chain performance","volume":"50","author":"Balaji","year":"2018","journal-title":"Industrial & Systems Engineering at Work Magazine"},{"key":"ref_2","doi-asserted-by":"crossref","first-page":"225","DOI":"10.5700\/rausp1236","article-title":"Effectiveness of business strategies in Brazilian textile industry","volume":"51","author":"Batista","year":"2016","journal-title":"Revista de Administra\u00e7\u00e3o"},{"key":"ref_3","first-page":"410","article-title":"Proposal of a Performance Model Based on the Balanced Scorecard for the Moroccan Textile Industry","volume":"9","author":"Chriyha","year":"2012","journal-title":"International Journal of Computer Science Issues"},{"key":"ref_4","unstructured":"Costa, C\u00e1tia (2017). 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