Balanced Scorecard Perspectives and Perceived Corporate Performance in Indonesian Construction

Contracting firms face performance challenges that cannot be fully understood through financial indicators alone, because customer relationships, operational execution, and organisational capabilities shape project outcomes. This study examines the associations of the financial, customer, internal business process, and learning and growth perspectives of the Balanced Scorecard with perceived corporate performance at PT Jaya Konstruksi Manggala Pratama Tbk. An explanatory quantitative study employed a cross-sectional survey of 119 staff-level employees selected from a population of 170 across four work units during January–May 2026. Responses were collected using a five-point Likert questionnaire and analysed through multiple linear regression, supported by instrument and regression diagnostic summaries. Reported item-correlation ranges and Cronbach’s alpha coefficients indicated acceptable instrument properties. All four regression coefficients were positive, and the associated partial tests indicated positive relationships between each perspective and employee-rated performance. The four-predictor model accounted for 60.7% of the observed variance in perceived corporate performance. These results support the use of multidimensional performance measures alongside financial monitoring in the construction sector. In practice, managers may integrate project profitability and cash-flow information with customer, process, employee capability, and organisational learning indicators when assessing business performance. The findings represent perceptions within one listed contractor, rather than direct measurements of consolidated corporate outcomes or evidence establishing a causal sequence among perspectives.