2013 · 12 citations · 8 references
ManagementStrategic ManagementStrategyBalanced ScorecardBusiness StrategyPerformance MeasurementBalanced Scorecard ImplementationPerformance MeasuresStrategic AlignmentStrategic ObjectivesStrategic Performance ManagementStrategic Performance MeasurementBalanced Performance Measurement SystemsEmployee ExpertiseFirm Financial PerformanceFirm PerformancePerformance ObjectivesScorecard Design
Abstract:- Due to intensity of characteristics comprised in today’s globalized markets whereby companies face fierce competition on a gl obal scale which compel them to drive strategy to achieve firm performance objectives such as long-term profitability and customer loyalty. Balanced scorecard has become increasingly important strategic management tool that translates visions into profitable actions, particularly focusing on intangible assets such innovation, value chain, employee skills and knowledge levels, customer and supplier relationships, which are critical in providing the much-needed cutting-edge to an organizational setting. Therefore, this theoretical paper attempts to ascertain whether the implementation of a balanced scorecard as a paradigm measurement tool contributes to the improvement and synergy of business strategy and firm performance.
8
The balanced scorecard: Translating strategy into action
Long Range Planning · 1997 · 8.3K citations
Fu-Hsiang Chen, Tsung‐Shin Hsu, Gwo‐Hshiung Tzeng · International Journal of Hospitality Management · 2011 · 351 citations
Management, Hospitality Management, Performance Management +12
R. Charan, Gregory L. Colvin · PubMed · 1999 · 153 citations
Management, Business Administration, Corporate Governance +12