Open AccessJournal Article
The balanced scorecard : measures that drive performance
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This article is published in Harvard Business Review.The article was published on 1992-01-01 and is currently open access. It has received 9617 citations till now. The article focuses on the topics: Balanced scorecard & Strategy map.read more
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Performance measurement system design: A literature review and research agenda
TL;DR: Following a comprehensive review of the literature, proposes a research agenda that focuses on the process of performance measurement system design, rather than the detail of specific measures.
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The Impact of Human Resource Management on Organizational Performance: Progress and Prospects
Brian E. Becker,Barry Gerhart +1 more
TL;DR: In this paper, the authors describe why human resource management (HRM) decisions are likely to have an important and unique influence on organizational performance, and their hope is that this research forum will help advance...
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Clarifying Business Models: Origins, Present, and Future of the Concept
TL;DR: The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work, and the general usages, roles and potential of the concept are outlined.
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Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II
Robert S. Kaplan,David P. Norton +1 more
TL;DR: The Balanced Scorecard as mentioned in this paper is an approach that combines financial measures with non-financial measures, such as customer relationships, innovative products and services, high-quality and responsive operating processes, skills and knowledge of the workforce, information technology that supports the work force and links the firm to its customers and suppliers, and the organizational climate that encourages innovation, problem-solving, and improvement.
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Market Orientation: A Meta-Analytic Review and Assessment of Its Antecedents and Impact on Performance
TL;DR: In this paper, the authors conduct a meta-analysis that aggregates empirical findings from the market orientation literature and find that market orientation-performance relationship is stronger in samples of manufacturing firms, in low power-distance and uncertainty-avoidance cultures, and in studies that use subjective measures of performance.