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From Customer Perspective to Stakeholder Perspectives
This paper explores the current structure and framework of the Balanced Scorecard (BSC) and its evolution. The pros and cons of the BSC’s current framework will be analyzed, followed by a proposal for a new BSC linking to the organization’s Vision and Mission statements. By redefining the purpose for an organization’s Mission Statement to incorporate sustainability’s “triple bottom line,” sustainability-related goals can be identified. The Mission Statement then can be linked to the BSC by redefining and better organizing the BSC’s perspectives to include these goals.
This paper explores the current structure and framework of the Balanced Scorecard (BSC) and its evolution.
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These works are packaged and produced by BiblioLabs under license by ProQuest UMI.
A Case Study on Sarawak State Treasury Department
This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the Sarawak public sector, drawing on the Sarawak State Treasury department as a case study. It seeks to identify issues and challenges, critical success factor, impact on the agency in implementing the BSC and the linkage between corporate Governance. Content analysis and the MAXQDA 11 software are being utilised to analyse the research data.
This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the Sarawak public sector, drawing on the Sarawak State Treasury department as a case study.
Experimenting with Indian Banks
The Balanced Scorecard creates the agenda for change in an organization by shifting from an environment of control to a learning focus.
A balanced scorecard for the clinical laboratory.
Beyond Dispute, a Cultural and Ideological Perspective : [paper] Presented at the EIASM Workshop on Performance Measurement and Management Control, Nice, October 4-5, 2001
Harvard Business Review, Vol.74/Jan-Feb, pp.75-85
