Background: Hospital progress in a health system is essential to achieve the goal of health services, i.e., access to comprehensive health for all people. Hospitals play a pivotal role in achieving the goal. One of the issues preventing hospitals from making satisfactory development in terms of performance and productivity includes the difficulty in measuring the services provided. Therefore, the Balanced Scorecard (BSC) was created to overcome this problem. Objective: This study aims to determine the impact of implementing the Balanced Scorecard (BSC) on financial and non-financial aspects in private hospitals. Research Method: The researcher employed a systematic search strategy to identify the keywords "Balanced Scorecard" AND "Hospital" in 5 databases (Pubmed, Taylor&Francis Online, Wiley, Springer, and Emerald). The five databases were screened from the title, the essence, to the entire paper. The researcher also examined whether the journals were Scopus-indexed or not. Furthermore, there were three journals being reviewed. Results: After conducting a screening process, a total of 2,396 journals were found, and only three academic papers matched the inclusion and exclusion criteria of this study. Those journals were from Ohio Summa Hospital, Barberton Citizen Hospital, and several private hospitals in Taiwan. The journals investigated the impact of implementing the BSC on financial and non-financial aspects. Conclusion: The three journals demonstrate that the implementation of BSC in hospitals can improve hospital performance in terms of financial and non-financial aspects. The BSC implementation in hospitals could provide clear direction in determining policies, managing resources and routine activities, and building systems in each hospital unit.

Implementation

Balanced Scorecard

Private Hospital

Financial Aspect

Non-Financial Aspect