Executing Strategy with the Balanced Scorecard
نویسندگان
چکیده
منابع مشابه
Linking the Balanced Scorecard to Strategy
Some argue that managers cannot operate with multiple measurements of business-unit performance. While they recognize that aggregate financial measures (such as operating income, return on investment, and economic value added) are not perfect by themselves, they claim that financial measures at least are well understood and provide clear, unambiguous, and objective goals on which all organizati...
متن کاملTransforming the Balanced Scorecard
Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short...
متن کاملThe Sustainability Balanced Scorecard – Linking Sustainability Management to Business Strategy
The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non-financial corporate activities with causal chains to the firm’s long-term strategy, the Balanced Scorecard supports the alignment and management of all corpo...
متن کاملThe Sustainability Balanced Scorecard –
Kaplan and Norton’s Balanced Scorecard is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely both in practice and research. By linking operational and non-financial corporate activities with causal chains to the firm’s long-term strategy the Balanced Scorecard supports the alignment and management of all corporate a...
متن کاملThe Balanced Scorecard
From the beginning, it is important to understand why measuring an organization's performance is both necessary and vital. An organization operating without a performance measurement system is like an airplane flying without a compass, a Formula One race car driver guiding his car blindfolded, or a CEO operating without a strategic plan. The purpose of measuring performance is not only to know ...
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ژورنال
عنوان ژورنال: International Journal of Financial Research
سال: 2012
ISSN: 1923-4031,1923-4023
DOI: 10.5430/ijfr.v3n1p88