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Academic criticism of the balanced scorecard can be broken into three distinct (but overlapping) areas of concern. Lack of rigour: The first kind of criticism focuses on the empirical nature of the framework and the lack of any formal validation of the ideas it is based on in the early articles that introduced the concept.
BSC SWOT, or the Balanced Scorecard SWOT analysis, was introduced in 2001, by Lennart Norberg and Terry Brown. BSC SWOT is a simple concept that combines the two powerful tools BSC ( Balanced Scorecard ) and SWOT analysis when identifying factors that drives or hinders strategy .
According to Google Scholar, the most cited peer-reviewed journal articles by Maris Martinsons are: Martinsons, M., Davison, R., Tse, D. (1999). The balanced scorecard: A foundation for the strategic management of information systems, Decision Support Systems, 25(1), pp. 71–88. Cited more than 900 times in English and 200 times in other ...
In business performance management, a third-generation balanced scorecard is a version of the traditional balanced scorecard, a structured report, supported by design methods and automated tools, that can be used by managers to keep track of the execution of activities by the staff within their control, and to monitor the consequences arising from these actions.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business Press, 2000. Cooper, Robin, and Robert S. Kaplan. The design of cost management systems: text and cases. Prentice Hall, 1999. Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action.
Articles, a selection: Van Grembergen, Wim, and Rik Van Bruggen. "Measuring and improving corporate information technology through the balanced scorecard." The Electronic Journal of Information Systems Evaluation 1.1 (1997). Van Grembergen, Wim, Steven De Haes, and Erik Guldentops. "Structures, processes and relational mechanisms for IT ...
In management, a strategy map is a diagram that documents the strategic goals being pursued by an organization or management team.It is an element of the documentation associated with the Balanced Scorecard, and in particular is characteristic of the second generation of Balanced Scorecard designs that first appeared during the mid-1990s.
Malmi, Teemu. "Balanced scorecards in Finnish companies: a research note." Management Accounting Research 12.2 (2001): 207–220. Malmi, Teemu, and David A. Brown. "Management control systems as a package—Opportunities, challenges and research directions." Management accounting research 19.4 (2008): 287–300.