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Book ChapterDOI

Putting the balanced scorecard to work

Robert S. Kaplan, +1 more
- 01 Sep 1993 - 
- Vol. 71, Iss: 5, pp 134-142
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.

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Citations
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The Balanced Scorecard vs. the EFQM Business Excellence Model

Henrik Andersen, +2 more
Journal ArticleDOI

A performance measurement system for facility management: The case study of a medical service authority

Alberto De Toni, +3 more
- 26 Jun 2007 - 
TL;DR: In this paper, an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend and explain the main criticalities in the relationship among the actors involved in an outsourcing non core services contract, which is typical of the FM business sector.
Journal ArticleDOI

Implementation of strategies in continuing education

Juha Kettunen
- 01 May 2005 - 
TL;DR: In this paper, the authors provide higher education institutions with strategies of continuing education and methods to communicate and implement these strategies using the balanced scorecard approach, which translates the strategy into tangible objectives, measures and targets and balances them into four different perspectives: customer, finance, internal processes and learning.
Journal ArticleDOI

HRM, Company Performance and Employee Well-being **

Sinikka Vanhala, +1 more
- 01 Jul 2006 - 
TL;DR: Wright et al. as discussed by the authors investigated the relationship between HRM, company performance and employee well-being and found that HR practices are relatively good predictors of company performance. But they also pointed out that the connection between HR practices and company performance is weak and difficult to grasp, which is better explained by typical work-related factors.
Journal ArticleDOI

Protecting the core competencies of a company: Intangible asset security

Michael Harvey, +1 more
- 01 Aug 1997 - 
TL;DR: In this paper, the authors examine the role of intangible assets in the core competencies of businesses and how these assets can be protected from losing value over time, and how to ensure their safety.