Transforming the Balanced Scorecard
نویسندگان
چکیده
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-term performance (Porter 1992; AICPA 1994). The Balanced Scorecard approach retains measures of financial performance-the lagging outcome indicators-but supplements these with measures on the drivers, the lead indicators, of future financial performance.
منابع مشابه
Comprehensive Performance Evaluation Using FAHP-FVIKOR Approach Based on Balanced Scorecard (BSC): A Case of Yazd's Ceramic and Tile Industry
The comprehensive assessment model considers the financial and non-financial aspects as balanced scorecard. Also, for more comprehensive results of the investigation, four aspects of the balanced scorecard were used and then by using fuzzy Delphi technique and experts' opinions, the standard aspects of each were achieved in two stages. To determine the importance of each aspect of BSC, the proce...
متن کاملA hierarchical design of case-based reasoning in the balanced scorecard application
A balanced scorecard (BSC) is a management decision tool intended to be the corporate performance measurement. It also can play an important role in transforming an organization’s mission and strategy into a balanced set of integrated performance measures. Assigning suitable weight to each level of balanced scorecard is crucial to conduct performance evaluation effectively. In this research a c...
متن کاملEvidence-Based Study on Performance Evaluation of Social Education Institutions with Balanced Scorecard
Problem statement: Based on the concept of Balanced Scorecard (BSC), this study was intended to assist the establishment of performance evaluation system for social education institutions in transforming phase. Approach: An evidence-based analysis was processed to examine the objectivity of the indicators and the weights of key factors of the current performance evaluation. Results: Based on th...
متن کاملCOMMENTARY - Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I
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 کاملEmployee Involvement is the Prime Organizational Culture Trait Influencing Balanced Scorecard Effectiveness in the Hospitals: Evidence from a Correlation Study
Background and Objectives: Balanced Scorecard is an increasingly popular tool for performance evaluation. Healthcare organizations have broadly adopted this method for implementing their strategic plans. There is, however, increasing concerns on barriers to balanced scorecard implementation. Built on the fundamental impacts of organizational culture on hospital performance, this study explored ...
متن کامل