Book ChapterDOI
Putting the balanced scorecard to work
Robert S. Kaplan,David P. Norton +1 more
TLDR
The balanced scorecard as discussed by the authors shows four different perspectives in which to choose measures that can redefine a company's processes measurement system so short term and long term objectives are in balance with each other.Abstract:
In this article Robert S. Kaplan and David P. Norton report on the Balance Scorecard. Before the Balanced Scorecard companies have used various measurement systems that have made incremental improvements and concentrated mostly on the company's financials. The Balanced Scorecard shows you four different perspectives in which to choose measures that can redefine a company's processes measurement system so short term and long term objectives are in balance with each other. When using the Balanced Scorecard a company is no longer needs to worry about small incremental improvements, but a new processes measurement system that will allow a company to get where it wants to go.read more
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Journal ArticleDOI
Advantages and contributions in the balanced scorecard implementation
Patrícia Rodrigues Quesado,Beatriz Aibar Guzmán,Lúcia Lima Rodrigues,Lúcia Lima Rodrigues,Lúcia Lima Rodrigues +4 more
TL;DR: The results allow the study to conclude that the BSC is more than a simple performance evaluation system, to become a true strategic management tool able to clarify and translate the mission and organizational strategy, making possible the communication process, the strategic alignment and the organizational learning.
Journal ArticleDOI
Impact of corporate culture on the adoption of the Lean principles
TL;DR: In this article, the authors identify the existing prevalence of culture in explaining the low numbers of successful British manufacturing organisations that have fully adopted the concepts of Lean and advocate preventative actions that organisations could pursue in order to improve the UK implementation records.
Journal ArticleDOI
The judgmental effects of strategy maps in balanced scorecard performance evaluations
TL;DR: In this article, the authors examined whether supplemental information displays affect decisions made using a common strategic performance measurement system, the balanced scorecard, and found that performance evaluation decisions are more consistent with the achievement of strategic objectives when participants are provided with strategy maps.
Journal ArticleDOI
An integrated method to plan, structure and validate a business strategy using fuzzy DEMATEL and the balanced scorecard
Felipe Acuña-Carvajal,Leonardo Pinto-Tarazona,Héctor López-Ospina,Ricardo A. Barros-Castro,Luis E. Quezada,Katherine Palacio +5 more
TL;DR: This study proposes an extension of the work of Lopez-Ospina et al. (2017) entitled “A method for designing strategy maps using DEMATEL and linear programming”, by integrating fuzzy logic and traditional, conceptual and qualitative tools to support the diagnosis and strategy design.
Journal ArticleDOI
Performance measurement system and relationships with performance results: A case analysis of a continuous improvement approach to PMS design
TL;DR: A framework for evaluating the effectiveness of a PMS based on three criteria is presented based on causality, continuous improvement and process control and a case study is used to illustrate the application of the methodology and the interpretation of results for PMS design.
Related Papers (5)
Using the balanced scorecard as a strategic management system
Robert S. Kaplan,David P. Norton +1 more