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Literatura académica sobre el tema "Balanced scorecard"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 11 de marzo de 2023

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Artículos de revistas sobre el tema "Balanced scorecard"

Kumalasari, Maria y Dwi Suhartini. "Perbedaan Pengetahuan Balance Scorecard, Motivasi, dan Kompensasi Kinerja dalam Penerapan Keberhasilan Balance Scorecard (Studi pada Sekolah Singapore National Academy)". Journal of Economics, Business, and Government Challenges 1, n.º 1 (9 de junio de 2018): 50–61. http://dx.doi.org/10.33005/ebgc.v1i1.9.

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This research aims to examine the different of balance scorecard’s level ofunderstanding, work motivation and performance compensation toward thesuccess of balanced scorecard’s implementation. The better the derstanding ofbalanced scorecard, motivation and performance compensation are expected to increase the use of performance measures that lead to the success balanced scorecard implementation. The implementation of balanced scorecard success is shown in the use of common and unique performance measures in a balance way. The data collection method used 2x2x2 factorial experimental design, with 48 participants from Singapore National Academy School. Data analysis was performed by two-way ANOVA test. The results show that the level of understanding of the balanced scorecard and performance compensation cause differences in the success of balanced scorecard. Whereas extrinsic and intrinsic motivation do not cause differences in the success of balanced scorecard. Keywords: balanced scorecard, performance measures, level of understanding, extrinsic motivation, intrinsic motivation, compensation

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Hladchenko, Myroslava. "Balanced Scorecard – a strategic management system of the higher education institution". International Journal of Educational Management 29, n.º 2 (9 de marzo de 2015): 167–76. http://dx.doi.org/10.1108/ijem-11-2013-0164.

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Purpose – The purpose of this paper is to focus on the comparative analysis of the Balanced Scorecards of four higher education institutions and aims to define the general framework of the Balanced Scorecard for the higher education institution which concerns: the structure and elements of the Balanced Scorecard; development of the Balanced Scorecards on the different levels of the management system of the higher education institution; definition of the main functions of the Balanced Scorecard which it performs in the process of the strategic management of the German higher education institutions. Balanced Scorecard is analyzed as a strategic management system that translates a higher education institution’s strategy into a comprehensive set of performance measures that provides a framework for a strategic measurement and management system. Design/methodology/approach – The comparative content analysis of the Balanced Scorecards of one Austrian and three German higher education institutions – Johanes Gutenberg University Mainz, Münster University of Applied Sciences (Fachhochschule Münster), Cologne University of Applied Sciences (Fachhochschule Köln), Montan University Leoben. Findings – Using a comparative analysis of the Balanced Scorecards of four higher education institutions this paper argues that Balanced Scorecard provides a systemic view of the strategy of a higher education institution. It ensures a full complex framework for implementation and controlling of the strategy and sets a basis for further learning in the process of the strategic management of the higher education institution according to the scheme “plan-do-check-act”. Research limitations/implications – This paper provides a basis for the substantial further work on the development of the general framework of the Balanced Scorecard for the higher education institution. Practical implications – The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution. Social implications – The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution. Originality/value – This paper indicates the particularities of the structure and elements of the Balanced Scorecard, its development in the different levels of the management system of the higher education institution.

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Lipe, Marlys Gascho y Steven E. Salterio. "The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures". Accounting Review 75, n.º 3 (1 de julio de 2000): 283–98. http://dx.doi.org/10.2308/accr.2000.75.3.283.

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The balanced scorecard is a new tool that complements traditional measures of business unit performance. The scorecard contains a diverse set of performance measures, including financial performance, customer relations, internal business processes, and learning and growth. Advocates of the balanced scorecard suggest that each unit in the organization should develop and use its own scorecard, choosing measures that capture the unit's business strategy. Our study examines judgmental effects of the balanced scorecard—specifically, how balanced scorecards that include some measures common to multiple units and other measures that are unique to a particular unit affect superiors' evaluations of that unit's performance. Our test shows that only the common measures affect the superiors' evaluations. We discuss the implications of this result for research and practice.

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Brinkmann, A., F. Gebhard, R. Isenmann, U. Bothner, U. Mohl y B. Schwilk. "Balanced Scorecard". Der Anaesthesist 52, n.º 10 (octubre de 2003): 947–56. http://dx.doi.org/10.1007/s00101-003-0574-z.

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Wiedmann, Klaus-Peter, Clemens Boecker y Frank Buckler. "Balanced Scorecard". Controlling 17, n.º 6 (2005): 335–42. http://dx.doi.org/10.15358/0935-0381-2005-6-335.

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Crispim, Ingrid Aparecida Siqueira y Vladimir Romeiro. "Balanced Scorecard". Revista Gestão & Sustentabilidade 1, n.º 1 (22 de agosto de 2019): 233–49. http://dx.doi.org/10.36661/2596-142x.2019v1i1.10744.

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Esse artigo relata a implantação do Balanced Scorecard (BSC) como parte de um sistema de gestão e controle em um Escritório Contábil localizado na região do Grande ABC. A metodologia utilizada nesse estudo foi à pesquisa Intervencionista que tem sido proposta como uma alternativa para tornar mais relevantes os resultados das pesquisas acadêmicas para a prática profissional. O objetivo do processo aqui relatado foi à implantação do BSC em um Escritório Contábil, analisando as contribuições do BSC e desta forma verificar se os objetivos da empresa estão alinhados a estratégia da empresa, levantando as quatro perspectivas do BSC: financeiro, aprendizagem e crescimento, melhoria de processos internos e clientes. O intuito do presente estudo foi verificar a seguinte problemática em questão: Com a implantação da ferramenta BSC em um escritório contábil é possível estabelecer uma aproximação com os clientes, bem como realizar os serviços em um tempo menor e com maior organização das entregas? Conclui-se que tal ferramenta pode sim estabelecer uma aproximação com os clientes melhorando o quesito relacionamento e parceria, bem como diminuir o tempo de execução das tarefas propiciando uma melhora na organização e no desempenho organizacional. Os resultados apontam ainda: o BSC, quando usado adequadamente, fornece efetiva melhoria do processo de implementação da estratégia e sua difusão nos diferentes níveis organizacionais.

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Kink, Natalie. "Balanced scorecard". Controlling & Management 52, n.º 4 (agosto de 2008): 203–5. http://dx.doi.org/10.1007/s12176-008-0073-9.

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Soderberg, Marvin, Suresh Kalagnanam, Norman T. Sheehan y Ganesh Vaidyanathan. "When is a balanced scorecard a balanced scorecard?" International Journal of Productivity and Performance Management 60, n.º 7 (20 de septiembre de 2011): 688–708. http://dx.doi.org/10.1108/17410401111167780.

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Kaplan, Robert S. "The balanced scorecard: comments on balanced scorecard commentaries". Journal of Accounting & Organizational Change 8, n.º 4 (26 de octubre de 2012): 539–45. http://dx.doi.org/10.1108/18325911211273527.

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PurposeThe purpose of this paper is to provide the author's insights about five papers written in this volume about his published work on the balanced scorecard (BSC).Design/methodology/approachThe author's comments are based on his personal writing, teaching, speaking about, and implementing the BSC during the past 20 years.FindingsThe author finds that academic commentary on the BSC often ignores its role in strategy execution.Research limitations/implicationsThe commentary is unique to the author's personal experiences and may not be generalizable to other scholars who have not shared the same experiences.Practical implicationsThe paper may help scholars better understand the role of the BSC for strategy formulation, communication and implementation. It may also aid them in teaching the BSC to students and executives.Social implicationsThe paper discusses how the BSC can be used in public sector applications, as well as for companies that want to internalize environmental, social and community objectives in their strategies.Originality/valueThe paper reflects the personal views of the author; it is original to him.

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Pandey, I. M. "Balanced Scorecard: Myth and Reality". Vikalpa: The Journal for Decision Makers 30, n.º 1 (enero de 2005): 51–66. http://dx.doi.org/10.1177/0256090920050105.

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The performance improvement process is a critical component of the strategic planning process. Call it by any name, the process is very vital, and it has always been practised by many companies worldwide for a long time. This process has been recently dubbed as the balanced scorecard. The balanced scorecard is a system of combining financial and non-financial measures of performance in one single scorecard. It includes performance measures for four perspectives: financial, customer, internal business processes, and learning and growth (innovation). It need not be restricted to four perspectives; more may be added. The social responsibility and environmental concerns are two possible candidates. The balanced scorecard focuses on the link between business processes and decisions and results. It is considered as a device to guide strategy formulation, implementation, and communication. It also helps in tracking the performance and providing quick feedback for control and evaluation. A number of companies in the USA and a few companies in India have implemented the balanced scorecard. The success of the balanced scorecard or a similar device will depend on the clear identification of non-financial and financial variables and their accurate and objective measurement and linking the performance to rewards and penalties. The proponents of the balanced scorecard claim that it aligns with strategy leading to better communication and motivation which causes better performance. This assumption could be the single most important reason for the popularity of the balanced scorecard. However, this may or may not be true in practice. This is an empirical question. There is a need to document the experiences of the balanced scorecard companies and establish the cause-effect relationship. There are several reasons for the use of the balanced scorecard by organizations: The balanced scorecard is a comprehensive tool to understand the target customers, their requirements, and the performance gaps. The balanced scorecard provides logic for focusing on creating intangible and intellectual capital which under the traditional financial performance systems was difficult to do. The balanced scorecard is able to articulate the strategy of growth with business excellence which requires greater focus on non-financial initiatives. The balanced scorecard enables employees to understand strategy and link strategic objectives to their day-to-day operations. The balanced scorecard facilitates performance review and feedback on a continuous basis. The balanced scorecard, we strongly believe, will be useful to an organization when it is a part of the strategic planning process. A successful implementation of the balanced scorecard has the following other prerequisites: Top management commitment and support Determining the critical success factors (CSFs) Translating CSFs into measurable objectives (metrics) Linking performance measures to rewards Installing a simple tracking system Creating and linking the balanced scorecards at all levels of the organization Setting up a sound organizational communication system to harness advantages of the balanced scorecard Linking strategic planning, balanced scorecard, and budgeting process for better allocation of resources.

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Tesis sobre el tema "Balanced scorecard"

Kytka, Roman. "Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-165218.

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V současnosti se podniky setkávají s řadou přístupů k řízení společností a velmi častými pojícími prvky bývají zejména náklady, efektivita a výkonnost. Z nepřeberné řady nástrojů k řízení společností určených tato práce blíže seznamuje s metodikou Balanced Scorecard (BSC), koncepčním rámcem ITIL a metodikou Cobit. Jednotlivě zde jsou představeny dílčí metodiky a rámce. Míra tohoto seznámení je úměrná potřebám práce, tzn. není cílem představit ITIL či Cobit úplně detailně. Naopak zde jsou podchyceny vazby mezi jednotlivými metodikami a rámci tak, aby vynikla jejich provázanost a možnost propojení. To je také hlavním přínosem práce. Prostřednictvím identifikace vazeb mezi BSC, ITILem a Cobitem jsou zde nalézány přínosy pro podnik, plynoucí z využití know how v metodikách obsažených. Neznamená to snahu o doporučení jak Cobitu tak ITILu, ale využití procesů zde popsaných tam, kde je to pro podnik vhodné a nalezení možností pro využití analogie s těmito procesy tam, kde je to možné. Práce sestává z teoretické části, kde je obsaženo to, co o BSC, ITILu a Cobitu lze nalézt v dostupné literatuře a internetových zdrojích. Další část je zaměřená více prakticky se snahou o poukázání na propojení metodik a rámců a využití analogie tam, kde konkrétní know how dává prostor k rozšíření i mimo IT oblasti.

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Hékis, Hélio Roberto. "Balanced scorecard". Florianópolis, SC, 2004. http://repositorio.ufsc.br/xmlui/handle/123456789/87732.

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Tese (doutorado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Produção.
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O objetivo deste trabalho é apresentar uma proposta de indicadores do Balanced Scorecard para monitorar e avaliar projetos pedagógicos dos cursos de graduação da Faculdade Estácio de Sá de Santa Catarina e dos fundamentos teóricos e práticos discutidos pelos estudiosos da área considerados neste estudo. O estudo é do tipo exploratório, descritivo e avaliativo. As técnicas de coleta de dados foram à observação, a análise documental e a pesquisa bibliográfica. As informações coletadas são tratadas de forma qualitativa. A verificação das dimensões e indicadores do Balanced Scorecard (financeira, aprendizado e crescimento, processos internos e clientes), serve de parâmetro para monitorar e avaliar projetos pedagógicos dos cursos de graduação. A proposta de indicadores do Balanced Scorecard nas dimensões de cientes, processos internos, aprendizado e financeira, para avaliar e monitorar projetos pedagógicos dos cursos de graduação, por meio de etapas decorrentes do contexto interno e externo, assegura padrões de qualidade superior em todos os níveis de ensino, além do aprimoramento da qualidade e relevância, científico-político dos serviços prestados pelos cursos de graduação da Faculdade Estácio de Sá de Santa Catarina. O projeto Balanced Scorecard não pode, sob hipótese alguma, ser baseado apenas em valores quantitativos, ignorando o que está ocorrendo dentro e fora das organizações. O Balanced Scorecard torna-se fundamental na medida em que ele favorece o monitoramento e a avaliação dos objetivos e das estratégias, além de assegurar o alinhamento da organização foco de estudo.

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Jirásková, Eva. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4595.

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Balanced scorecard is a tool to execute and monitor the organizational strategy by using a combination of financial and non financial measures. It is designed to translate vision and strategy into objectives and measures across four balanced perspectives: financial, customers, internal business process and learning and growth. It gives a framework ensuring that the strategy is translated into a coherent set of performance measures. Strategy maps are a complementary tool to the balanced scorecard, and provide a visual representation of the components of an organization's strategy.

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Zíma, Josef. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-5277.

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The disertation on the theme Aplication of Balanced Scorecard deals with creation of strategic system of management and measurement of performance of UNIPETROL SERVICES, s.r.o. and followingly its alignment with the rest of the UNIPETROL Group.

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Málek, Roman. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-15547.

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The dissertation on theme Aplication of Balanced Scorecard - product porfolio as essential pillar of succesful strategy. The main goal is to define critical factor of succesful insurance product and analysis of product portfolio of insurance company.

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Lemešani, Radko. "Aplikácia Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17385.

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Diploma thesis is dealing with analysis of strategy based on interview with management of firm Chromservis s.r.o. Then author uses methods and techniques of strategy analysis to analyse finacial situation, firm's cumtomers, competitors, suppliers and potential substitutes. Final point of analytical part is comparison of the results with firms in the same branch and SWOT analysis. Finally author suggests system of strategic objectives, measurements and connections among objectives. As the last point the objectives are drawn in the strategy map of Balanced Scorecard.

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Šimčíková, Eva. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17465.

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Diplomová práce na téma Aplikace Balanced Scorecard se zabývá vytvořením systému měření a řízení výkonnosti samostatného podnikatele. Teoretická část je zaměřena na popis metody, jednotlivých perspektiv a vzájemných souvislostí. Praktická část se věnuje analýze dosavadní činnosti podnikatele a rozboru současné situace na trhu. V návaznosti na výsledky analýzy je vytvořen systém strategických cílů a měřítek, který je následně vyobrazen prostřednictvím strategické mapy.

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Caklová, Eva. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72733.

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The thesis is focused on strategic planning and management system Balanced Scorecard and its application in spa Léčebné Lázně Bohdaneč. In theoretical part is introduced the theoretical basis for application of this method including the basics for strategic analysis. The practical part is devoted to strategic analysis at the beginning. SWOT analysis identifies the strengths and weaknesses of the company and potential opportunities and threats. Thereafter the strategy of the company is defined, follows determination of strategic goals in four perspectives (financial, customer, internal and innovation and learning perspective), choice of key performance indicators and strategic actions. In the final of the thesis is created strategic map, that is key tool of strategic management based on Balanced Scorecard method.

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Vilimovská, Markéta. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113679.

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This thesis is dedicated to the creation of Balanced Scorecard for three nursery schools in Prague 9. The aim is the application of BSC in the nonprofit sector and its use in the current operation of these organizations. The theoretical part deals with the strategy, method Balaced Scorecard and also the characteristics of the nonprofit sector. In the practical part describes the kindergarten both in terms of legal, economic, but also their specifics. The practical part continues with PEST analysis, Porter analysis and SWOT analysis. The largest part is devoted to the creation of Balanced Scorecard, including evaluation and strategic map.

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Marounková, Alena. "Aplikace Balanced Scorecard". Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-114295.

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This Master's Thesis shows the process of formulating and implementing the corporate strategy with the use of the Balanced Scorecard method. The theoretical part defines small and medium enterprises, explains the basic concepts and procedures of strategic analysis and creation of the Balanced Scorecard. The practical part deals with the strategic analysis of a particular small company, based on which the strategic business objectives for individual perspectives are then defined (financial, customer, internal business processes and perspectives of learning and growth) and proposes appropriate standards for the corporate objectives. The thesis ends with the processing of the company's strategic map, which clearly shows the consistency and causality of the individual strategic objectives.

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Libros sobre el tema "Balanced scorecard"

Barthélemy, Frank, Heinz-Dieter Knöll, André Salfeld, Christoph Schulz-Sacharow y Dorothee Vögele. Balanced Scorecard. Wiesbaden: Vieweg+Teubner, 2011. http://dx.doi.org/10.1007/978-3-8348-9885-2.

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Niven, Paul R. Balanced Scorecard. New York: John Wiley & Sons, Ltd., 2008.

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Niven, Paul R. Balanced Scorecard Diagnostics. New York: John Wiley & Sons, Ltd., 2005.

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Preißner, Andreas. Balanced Scorecard anwenden. München: Carl Hanser Verlag GmbH & Co. KG, 2011. http://dx.doi.org/10.3139/9783446428171.

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Clarke, Peter J. The balanced scorecard. Dublin: University College Dublin, Centre for Accounting and Taxation Research, 1997.

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Indonesia. Direktorat Jenderal Pembinaan Pelatihan dan Produktivitas Tenaga Kerja. Direktorat Produktivitas. Modul balanced scorecard. Jakarta: Kementerian Tenaga Kerja dan Transmigrasi RI, Direktorat Jenderal Pembinaan Pelatihan Produktivitas, Direktorat Produktivitas, 2010.

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Rick, Buchman, Economy Peter, Elsevier-Stokmans Maartje y Leistra Hessel, eds. Balanced scorecard voor dummies. Amsterdam: Pearson Addison Wesley, 2008.

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Balanced Scorecard & INK-managementmodel. 3^a ed. [Alphen aan den Rijn]: Kluwer, 2005.

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Zimmermann, Klaus. Supply Chain Balanced Scorecard. Wiesbaden: Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-663-11573-1.

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Neßler, Christian y Maria-Teresa Fischer. Social-Responsive Balanced Scorecard. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-8349-4425-2.

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Capítulos de libros sobre el tema "Balanced scorecard"

Götte, Sascha. "Balanced Scorecard". En Handbuch Marketing-Controlling, 425–37. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-50406-2_21.

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Mora, Leonor. "Balanced Scorecard". En Global Encyclopedia of Public Administration, Public Policy, and Governance, 373–79. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2299.

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Yigitbasioglu, Ogan. "Balanced Scorecard". En Encyclopedia of Business and Professional Ethics, 1–3. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-23514-1_212-1.

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Böckmann, Dirk y Alexander Gotta. "Balanced Scorecard". En Handbuch Marketing-Controlling, 267–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2000. http://dx.doi.org/10.1007/978-3-662-07717-7_15.

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Mora, Leonor. "Balanced Scorecard". En Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2299-1.

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Huch, Burkhard, Wolfgang Behme y Thomas Ohlendorf. "Balanced Scorecard". En Rechnungswesen-orientiertes Controlling, 448–56. Heidelberg: Physica-Verlag HD, 2004. http://dx.doi.org/10.1007/978-3-642-59317-8_56.

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Piller, Frank. "Balanced Scorecard". En Einführung in die Betriebswirtschaftslehre, 485–89. Wiesbaden: Springer Fachmedien Wiesbaden, 2012. http://dx.doi.org/10.1007/978-3-8349-4529-7_12.

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Russell-Walling, Edward. "Balanced Scorecard". En 50 Schlüsselideen Management, 8–11. Heidelberg: Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_3.

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Ottiger, Marcel. "Balanced Scorecard". En Information als Erfolgsfaktor, 231–35. Wiesbaden: Vieweg+Teubner Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-84796-6_20.

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Flume, Peter, Karin Hirschfeld y Christian Hoffmann. "Balanced Scorecard". En Unternehmenstheater in der Praxis, 166–69. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-86931-9_17.

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Actas de conferencias sobre el tema "Balanced scorecard"

Qudrat-Ullah, Hassan. "Beyond the Balanced Scorecard: Towards the Dynamic Balanced Scorecard". En 2009 11th International Conference on Computer Modelling and Simulation. IEEE, 2009. http://dx.doi.org/10.1109/uksim.2009.107.

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Mednikov, Vladimir I. "Balanced ScoreCard—Modification". En International Conference on Information Engineering. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/icie131342.

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Liu, Shu-Chuan y Chung-Hao Chen. "Balanced Scorecard in Hospitality". En 2013 7th International Conference on Complex, Intelligent, and Software Intensive Systems (CISIS). IEEE, 2013. http://dx.doi.org/10.1109/cisis.2013.120.

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Kadri, Mohd Halim, Rozainun Abd Aziz y Muhd Kamil Ibrahim. "Balanced scorecard equity valuation model". En 2010 International Conference on Science and Social Research (CSSR). IEEE, 2010. http://dx.doi.org/10.1109/cssr.2010.5773780.

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Utkin, A. I. "Management Model Of Balanced Scorecard". En II International Conference on Economic and Social Trends for Sustainability of Modern Society. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.09.02.96.

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Salem, S. R. "New product development balanced scorecard". En IEMC'01 Proceedings. Change Management and the New Industrial Revolution. IEMC-2001. IEEE, 2001. http://dx.doi.org/10.1109/iemc.2001.960493.

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Chytas, Panagiotis, Michael Glykas y George Valiris. "A Proactive Fuzzy Cognitive Balanced Scorecard". En 2008 IEEE 16th International Conference on Fuzzy Systems (FUZZ-IEEE). IEEE, 2008. http://dx.doi.org/10.1109/fuzzy.2008.4630545.

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Du, Min. "Balanced Scorecard in University Financial Management". En ICIMTECH 21: The Sixth International Conference on Information Management and Technology. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3465631.3465696.

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Costa, Carlos J. y Manuela Aparcio. "Visualization of balanced scorecard on PDAs". En the 23rd annual international conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1085313.1085339.

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Golpîra, Hêriş y Bahare Veysi. "Flexible Balanced Scorecard for nonprofit organizations". En International Association of Management Science and Engineering Technology. Southampton, UK: WIT Press, 2012. http://dx.doi.org/10.2495/aie120171.

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Informes sobre el tema "Balanced scorecard"

Georgiev, Venelin. Cyber Security Capabilities Maturity Model Based on a Balanced Scorecard. Procon, 2022. http://dx.doi.org/10.11610/it4sec.0146.

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Priest, Christopher D. Developing the Military Health System Balanced Scorecard: The Strategic Planning Process. Fort Belvoir, VA: Defense Technical Information Center, abril de 2003. http://dx.doi.org/10.21236/ada420852.

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Ameche, Michael y Shaun Carrizales. Understanding the Global Special Operations Network's Value to Counterterrorism: A Balanced Scorecard Approach. Fort Belvoir, VA: Defense Technical Information Center, diciembre de 2013. http://dx.doi.org/10.21236/ada620907.

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Blondeau, Sharon E. Balanced Scorecard Goal Four: Provide Policy Management, Advocacy and Problem Solving Measuring Achievement of Internal Customer Objectives". Fort Belvoir, VA: Defense Technical Information Center, junio de 2002. http://dx.doi.org/10.21236/ada420829.

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Hawk, Richard T. The Balanced Scorecard: A Management System for Wilford Hall Medical Center - The Premier Air Force Medical Enterprise. Fort Belvoir, VA: Defense Technical Information Center, abril de 1999. http://dx.doi.org/10.21236/ada477351.

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Alegria Salazar, Wilmer Johan. Dirección estrategica basada en balanced scoredcard en la gestion del mantenimiento: caso empresa de manufactura. Universidad Nacional Abierta y a Distancia, mayo de 2021. http://dx.doi.org/10.22490/ecacen.4708.

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Resumen

Sin lugar a dudas el mantenimiento industrial tiene una gran participación en el proceso de dirección estratégica de cualquier organización sin importar su naturaleza, en la actualidad los directivos adquieren el gran desafío de mostrar el mantenimiento como una inversión en activos y no como un gasto; lo que se traduce en buscar mejores herramientas que permitan identificar las mejores maniobras para alcanzar la meta y por supuesto que pueda ser medible a partir de una serie de aspectos específicos del área. Hablar de dirección estratégica es hablar de balanced scorecard; su enfoque que solo busca integrar la estrategia y la evaluación del negocio ha mostrado ser productora de grandes resultados. La herramienta BSC crea un vínculo permanente entre cuadro dimensiones críticas para el éxito de cualquier organización; las finanzas, los clientes, el aprendizaje y crecimiento, finalmente el negocio interno. La inmersión de una empresa a nuevos mercados y la globalización de los negocios exigen que se aborden nuevas formas de armar las estrategias empresariales.

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Оценка информационных моделей BALANCED SCORECARD. Белоусов, И. Н., agosto de 2018. http://dx.doi.org/10.37493/2307-907x-2018-67-4-19-24.

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