Bibliografías temáticas / Kaplan and Norton

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Literatura académica sobre el tema "Kaplan and Norton"

Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 10 de febrero de 2022

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Artículos de revistas sobre el tema "Kaplan and Norton"

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Gabor, Günther. "Kaplan, R. S./Norton, D. P., The Strategy-Focused Organization". Schmalenbach Business Review 53, n.º 3 (julio de 2001): 240–41. http://dx.doi.org/10.1007/bf03396637.

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De Paulo, André Matheus Mella, João Bosco Arbués Carneiro Júnior y Sofia Ines Niveiros. "BALANCED SCORECARD: avaliação de uma proposta de uma empresa de siderurgia". Revista Estudos e Pesquisas em Administração 2, n.º 3 (31 de diciembre de 2018): 37. http://dx.doi.org/10.30781/repad.v2i3.7696.

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Atualmente, as empresas estão buscando constantemente informações que auxiliem na tomada de decisões e análise das ações adotadas, procurando sempre diferenciais e oportunidades disponíveis que ajudem na medição e interpretação das informações que se obtém. Este trabalho busca responder a seguinte questão: Quais perspectivas que compõem o Balanced Scorecard da empresa de siderurgia analisada refletem a proposta desenvolvida por Kaplan e Norton?. O objetivo desse estudo é analisar se o Balanced Scorecard da empresa XYZ foi desenvolvido conforme a metodologia de Kaplan e Norton, fazendo isso com as informações disponibilizadas pela empresa, levando em consideração toda a estrutura apresentada. Quanto a metodologia a pesquisa foi descritiva, estudo de caso, qualitativa e sendo corte transversal. Na fundamentação foram discutidos tópicos relevantes da pesquisa como: planejamento estratégico, estratégias empresariais, modelo de Porter, Balanced Scorecard, perspectiva de aprendizado e crescimento, perspectiva de processos internos, perspectiva de clientes, perspectiva financeira e mapas estratégicos. Diante das análises verificou-se que a metodologia utilizada pela empresa XYZ se encaixa na proposta de Kaplan e Norton.
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Leer Guillén, Alberto. "Planeacion estratégica en Instituciones del Sector Publico de América Latina (Strategic planning in Latin America public sector institutions)". TEC Empresarial 8, n.º 1 (13 de mayo de 2014): 42. http://dx.doi.org/10.18845/te.v8i1.1726.

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<p>Este artículo presenta la implementación de planes estratégicos por medio de la metodología de clase mundial del Balanced Scorecard de Kaplan y Norton en ministerios de varios países de América Latina, así como las adaptaciones necesarias, experiencias y lecciones aprendidas en el proceso.</p><p> </p><p><strong>Abstract</strong></p><p>This article presents the implementation of strategic plans using the methodology of Kaplan and Norton´s world class balanced scorecard with required adaptations in several Latin American countries ministries, and the knowledge and lessons learned in the process<strong><br /></strong></p>
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Morard, Bernard, Alexandru Stancu y Christophe Jeannette. "A Comparison between Two Balanced Scorecards: Optimal vs. Kaplan and Norton Model". Journal of Economics, Business and Management 3, n.º 2 (2015): 302–8. http://dx.doi.org/10.7763/joebm.2015.v3.199.

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Bourne, Mike. "Guest editorial: business performance measurement and management". Management Decision 41, n.º 8 (1 de octubre de 2003): 679. http://dx.doi.org/10.1108/00251740310496189.

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Presents a number of papers from the Performance Measurement Association conference held in July 2002. Reveals that all the papers investigate developments in the field of performance measurement and management since the Kaplan and Norton Balanced Scorecard was first introduced.
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Rullkötter, Lydia. "Robert S. Kaplan, David P. Norton Alignment — Mit der Balanced Scorecard Synergien schaffen". Controlling & Management 51, n.º 4 (agosto de 2007): 294. http://dx.doi.org/10.1007/s12176-007-0120-y.

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Markiewicz, Piotr. "METHODICAL ASPECTS OF APPLYING STRATEGY MAP IN AN ORGANIZATION". Business, Management and Education 11, n.º 1 (19 de junio de 2013): 153–67. http://dx.doi.org/10.3846/bme.2013.09.

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One of important aspects of strategic management is the instrumental aspect included in a rich set of methods and techniques used at particular stages of strategic management process. The object of interest in this study is the development of views and the implementation of strategy as an element of strategic management and instruments in the form of methods and techniques. The commonly used method in strategy implementation and measuring progress is Balanced Scorecard (BSC). The method was created as a result of implementing the project “Measuring performance in the Organization of the future” of 1990, completed by a team under the supervision of David Norton (Kaplan, Norton 2002). The developed method was used first of all to evaluate performance by decomposition of a strategy into four perspectives and identification of measures of achievement. In the middle of 1990s the method was improved by enriching it, first of all, with a strategy map, in which the process of transition of intangible assets into tangible financial effects is reflected (Kaplan, Norton 2001). Strategy map enables illustration of cause and effect relationship between processes in all four perspectives and performance indicators at the level of organization. The purpose of the study being prepared is to present methodical conditions of using strategy maps in the strategy implementation process in organizations of different nature.
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Nur Achmad, Farid Yusuf. "STRATEGY MAPS PENYELENGGARAAN E-GOVENRMENT PADA BADAN PELAYANAN PERIZINAN DAN PENANAMAN MODAL KOTA BAUBAU". Sang Pencerah: Jurnal Ilmiah Universitas Muhammadiyah Buton 2, n.º 2 (25 de agosto de 2016): 9–19. http://dx.doi.org/10.35326/pencerah.v2i2.191.

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Penelitian ini bertujuan untuk mengetahui dan menganalisis pemetaan strategi organisasi pada BP3M Kota Baubau, dengan menggunakan pemodelan Strategy Maps oleh Kaplan dan Norton. Alat analisis Swoot digunakan, untuk mengetahui faktor-faktor internal dan eksternal yang mempengaruhi penerapan teknologi informasi penyelenggaraan e-Gvernment. Hasil penelitian menunjukkan bahwa penyelenggaraan strategi BP3M, yaitu (1) Partisipasi pengguna, peningkatan transparansi informasi, kemudahan layanan; (2) Sharing informasi antar SKPD, penyederhanaan prosedur birokrasi. Elemen proses internal diketahui ada dua strategi, yakni (1) Peningkatan infrastruktur pelayanan masyarakat; (2) peningkatan fungsi media portal, stabilitas aplikasi sistem informasi, peningkatan penggunaan software legal. Perspektif Pertumbuhan ada empat strategi, yakni (1) peningkatan kualitas sumber daya manusia; (2) Tata kelola organisasi; (3) e-leadership; (4) research and development software dan hardware. Elemen Keuangan diketahui ada dua, yakni (1) Efisiensi Penggunaan Dana; (2). peningkatan sumber dana lain perlu dilakukan untuk menanggulangi permasalahan dari sudut pengganggaran, salah satunya melalui hibah (grant) atau melalui sumber pendanaan lain. Direkomendasikan bahwa strategy maps yang dilakukan oleh BP3M Kota Baubau dalam penyelenggaraan e-gov, telah menggunakan pemodelan Strategy Maps oleh Kaplan dan Norton.
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Shelston, Alan. "Hard Times by Charles Dickens, the 4th Norton Critical Edition ed. by Fred Kaplan",. Dickens Quarterly 34, n.º 3 (2017): 262–65. http://dx.doi.org/10.1353/dqt.2017.0025.

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Garafiev, I. Z. y G. I. Garafieva. "Evaluation of the company intellectual capital based on the Norton–Kaplan balanced indicator system". IOP Conference Series: Earth and Environmental Science 650, n.º 1 (1 de marzo de 2021): 012073. http://dx.doi.org/10.1088/1755-1315/650/1/012073.

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Tesis sobre el tema "Kaplan and Norton"

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Karlsson, Julia y Erica Sundström. "Anpassning av balanserat styrkort till offentlig verksamhet". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-23576.

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Syfte: Tidigare forskning visar att offentliga verksamheter tillämpar balanserat styrkort anpassat till dess specifika verksamhet. Antalet studier som behandlar anpassning av balanserat styrkort till offentlig verksamhet är begränsat vilket leder till att studien syftar till att belysa hur balanserat styrkort anpassas till svensk offentlig verksamhet. Metod: Studien tillämpar en abduktiv kvalitativ ansats med datainsamling i form av semistrukturerade intervjuer. Bearbetning av data och teori följer tematisk analys. Studien genomsyras av den tolkande hermeneutiska traditionen. Resultat & slutsats: Studien tolkar att offentlig verksamhet tillämpar anpassade balanserade styrkort där ingen uppnår samtliga kriterier för balanserat styrkort. Studien tolkar vidare att nyttan med anpassat balanserat styrkort uttrycks i form av enkelhet och enhetlighet vilket skapas genom att syftet med anpassat balanserat styrkort är detsamma som inom traditionellt balanserat styrkort. Anpassning av perspektiv uttrycks genom att lärande- och tillväxtperspektivet exkluderas till förmån för medarbetarperspektivet. Förslag till vidare forskning: Studien föreslår vidare forskning vad gäller strategikartans roll efter strategiutveckling, kausalitet när ett annat perspektiv än det finansiella placeras högst upp i hierarkin, lärande- och tillväxtperspektivets exkluderande till förmån för medarbetarperspektivet samt valet att avveckla balanserat styrkort inom offentlig verksamhet. Uppsatsens bidrag: Uppsatsen bidrar till en ökad förståelse för balanserat styrkort anpassas till offentlig verksamhet. Förståelsen för anpassning skapas genom fyra aspekter; Tillämpning, Nytta, Syfte och Perspektiv.
Aim: Previous research reveals that public sector organisations apply balanced scorecard adjusted to their own specific business. The number of studies dealing with balanced scorecard adjusted to public sector organisations is limited which open on to the purpose of the study, which is to illuminate how balanced scorecard is adjusted to public sector organisations in Sweden. Method: The study applies an abductive qualitative research method with semistructured interviews as data gathering tool. The processing of data and theory follow thematic analysis. The study permeates the interpretive hermeneutic tradition. Result & conclusion: The study interprets that public sector organisations apply adjusted balanced scorecard where none acquire all criteria of the balanced scorecard. The study also interprets that the benefits of adjusted balanced scorecard are simplicity and uniformity. The benefits are accomplished through the purpose of implementing adjusted balanced scorecard, which is the same purpose as for traditional balanced scorecard. Perspectives are adjusted to the specific business, which primarily involves the exclusion of the learning-, and growth perspective in advantage of a perspective concerning employees. Suggestions for future research: The study suggests further research regarding the usefulness of strategy maps after strategy development, the causality when other perspective than the financial is placed at the top of the hierarchy, the exclusion of the learning – and growth perspective in advantage of perspectives concerning employees and phase out of balanced scorecard in public sector organisations. Contribution of the thesis: The study adds enhanced understanding of how public sector organisations choose to adjust balanced scorecard. The enhanced understanding concerning adjustment is created through four aspects; Application, Benefits, Purpose and Perspectives.
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Kihlström, Andreas, Jonas Kring y Martin Norrby. "Orsak och verkan : Samband i Sveriges landsting och regioners balanserade styrkort". Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-66060.

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Syfte: Syftet med uppsatsen är att analysera hur Sveriges landsting och regioner formulerar och visualiserar orsak-verkan-samband mellan perspektiven vid tillämpning av balanserat styrkort. Metod: Uppsatsen använder sig av en kvantitativ innehållsanalys med en dokumentstudie av Sveriges landsting och regioners årsredovisningar och budgetdokument för år 2015. Slutsatser: Av Sveriges landsting och regioner tillämpar 11 av 21 balanserat styrkort som styrmodell. Landstingen och regionernas balanserade styrkort uppnår i relativt hög grad orsak-verkan-samband, dock presenteras orsak-verkan-samband i mycket låg utsträckning för verksamhetens intressenter. Sveriges Landsting och regioner presenterar ingen form av strategikarta som uppfyller rekvisiten som ställs på en strategikarta. Vidare visar författarna att tidsperspektivet mellan perspektiven påverkas av förhållandet mellan utfallsmått och drivande mått i varje perspektiv. En hög andel utfallsmått placerar perspektivet högt upp i det balanserade styrkortet och en hög andel drivande mått placerar perspektivet långt ner i det balanserade styrkortet.
Purpose: The purpose of the thesis is to analyse how Sweden's county councils and regions phrases and visualizes the cause and effect relationship between the perspectives in the implementation of the balanced scorecard. Method: This thesis uses a quantitative content analysis with a document study of Sweden's county councils and regions financial statement and budget documents for the year 2015. Conclusions: 11 of 21 of Sweden's county councils and regions are using balanced scorecard as governance model. The county councils and regions’ balanced scorecards are demonstrating a relatively high degree of cause and effect relationship. However, this is not presented to the organization's stakeholders. Sweden's county councils and regions does not present any form of strategy map that fulfills the demands that is required of a strategy map. The authors also finds that the time dimension between the perspectives is affected by the mixture of outcome measures and performance drivers in each of the perspectives. A high proportion of outcome measures will place the perspective high up in the balances scorecard. A high proportion performance drivers will place the perspective lower in the balanced scorecard.
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Mendes, Sérgio Augusto Tôrres. "Avaliação de desempenho da logística interna como fator de ganho empresarial: um estudo de caso em empresas subsidiárias do grupo Power Energy". Universidade Federal do Amazonas, 2010. http://tede.ufam.edu.br/handle/tede/4749.

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Unpredictable market shares, rapid changes in processes, changes in consumption and volatility levels of demand are some elements that characterize uncertainty in the market today. In this scenario, many companies seek new ways to become and / or remain differentiated. This way, the importance of research in this area, where this thesis sought to an exploratory study in a multinational company subdivided into subsidiaries in the branch of service in the area of power generation that operate in the Amazon. The purpose of this research is to understand how the organization assesses the performance of internal logistics operations and compare the measurement systems used with those indicated by current literature. Thus, conditioning was continuously improve the measurement of processes, indicating a competitive advantage in its strategic planning in order to contribute to increasing competitiveness and raising the level of services in its segment. He also applied a semi-structured interview with key business people and an extensive documentary analysis. The study also revealed that the performance of logistics systems investigated have significant conceptual differences within the company investigated in relation to that indicated by the literature used and the persons responsible for undertaking the process itself is deeply unaware of organization and business, where he noted there is a lack of tools to assist them in making strategic decisions, only the prevailing conception of cognitive professional members.
Ações imprevisíveis no mercado, rápida mudança nos processos, variação do consumo e volatilidade nos níveis de demanda são alguns elementos que caracterizam incerteza no mercado atual. Neste cenário, muitas empresas procuram novas formas de se tornarem e/ou se manterem diferenciadas. Desta forma, cresce a importância de estudos nesta área, onde nesta dissertação buscou-se um estudo exploratório em uma empresa multinacional subdividida em subsidiárias na ramificação de prestação de serviços na área de geração de energia que atuam no Amazonas. O objetivo da pesquisa é compreender como esta organização avalia a performance das operações da logística interna e comparar os sistemas de medição utilizados com os indicados pela literatura vigente. Desta maneira, foi condicionado melhorar continuamente a medição dos processos, apontando vantagem competitiva em seu planejamento estratégico, de forma, a contribuir para o aumento da competitividade e a elevação do nível de serviços em seu segmento. Aplicou-se também uma entrevista semi-estruturada com as pessoas chaves do negócio e uma extensa análise documental. O estudo ainda revelou que os sistemas de desempenho logístico investigados possuem diferenças importantes conceituais dentro da empresa pesquisada em relação ao indicado pela literatura utilizada e as pessoas responsáveis pela empresa desconhecem profundamente o próprio processo organizacional e empresarial, onde se constatou há ausência de ferramentas para auxiliá-los à tomada de decisões estratégicas, prevalecendo apenas à concepção cognitiva profissional dos membros.
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Gustafsson, Fredrik y Fredrik Trygg. "Balanserat styrkort : Att förmedla vision och strategier inom divisionen för flygtrafiktjänst vid svenska Luftfartsverket". Thesis, Södertörn University College, School of Business Studies, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-846.

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The purpose of this essay is to investigate how well vision and strategies communicates from division level to underlying business unit levels with focus on the Balanced Scorecard Concept. The investigation was carried out within the ANS division and two of its underlying business units at the LFV Group (Swedish Airports and Air Navigation Services). ANS is responsible for the air navigation services in Sweden and the production of the services is carried out of the business units AER (En Route) and ATA (Tower and Approach). With Air Navigation Services means supervision and conducting air traffic mainly within national air space. The purpose of the services is to insure that air traffic could be carried out in a safe way.

The Balanced Scorecard was introduced for the first time in the beginning of the 1990´s. The authors behind the concept were Robert S. Kaplan and David P. Norton. The Balanced Scorecard, as a management tool, considers not only financial targets but take into account non financial targets as well because they have also a great influence on an organizations performance. The purpose of the scorecard concept is to deliver a balanced picture of organizations performance indicators, which gives information of key elements today, tomorrow and in the future. The LFV Group and its division ANS implemented the scorecard concept in the middle 1990´s and today the scorecard is a corn stone in the business process.

During several years Kaplan and Norton have developed the scorecard concept, especially with a focus to communicate a clear message throughout the organization. The latest compliment to the Balanced Scorecard is the Strategy Map. The Strategy Map is a single document and it has a main objective to explain the strategy. To do that the Strategy Map describe how local defined targets are connected to and contributes to the overall target for the organization.

To establish a picture of how ANS mediates vision and strategies to the underlying business units AER and ATA and how the message will be understood by the employees the authors of this essay have done several interviews and one opinion poll.

To communicate vision and strategies ANS establish a business plan for the whole division. ANS business plan is then a guiding star when the business units establish their business plans. The division and the business unit’s business plans are therefore very similar to each other and the structure is based on the Balanced Scorecard concept.

We have found out in this investigation that the communication of vision and strategies works well between division management and the underlying business units and its management with today’s application of the Balanced Scorecard. On the other hand the communication of vision and strategies with the scorecard concept to all employees is unsatisfactory. Workforce on underlying units below the management level have an unclear picture of the Balanced Scorecards function in the management process with purpose to send a clear message of vision on strategies.

The application of the scorecard concept is not similar for all units within the ANS. One unit for example has developed a Strategy Map to explain the strategy focus for the employees, other unit’s works more conventional with the basic concept of the scorecard. A more similar leadership could give a more positive effect and send a clear view to all employees. Through competence and contacts within the organization there are opportunities for education and development of the scorecard concept for the ANS division.


Syftet med denna uppsats är att undersöka hur väl vision och strategier förmedlas från divisionsnivå till underliggande affärsområdesnivå med avseende på det balanserade styrkortets utformning.

Undersökningen genomfördes på division ANS och två av ANS underliggande affärsområden AER och ATA vid svenska Luftfartsverket. ANS ansvarar för flygtrafiktjänsten i Sverige vilket sköts av AER och ATA. Flygtrafiktjänst innebär bland annat att övervaka och dirigera flygplan inom tilldelat luftrummet, detta för att kunna bedriva flygtrafik på ett säkert sätt.

Det balanserade styrkortet presenterades för första gången i början av 1990-talet av upphovsmännen Robert S. Kaplan och David P. Norton. Det balanserade styrkortet tar inte bara hänsyn till finansiella mått utan även icke finansiella mått vilket ger en mer balanserade syn på verksamheten. Luftfartsverket och division ANS började arbeta relativt tidigt med det balanserade styrkortet. I ett samarbete med ett konsultbolag i mitten av 1990-talet utformades ett balanserat styrkort för LFV som än idag arbetas efter.

Under årens lopp har Kaplan och Norton utvecklat styrkortet, speciellt med avseende på att kommunicera budskap ut i organisationen med hjälp av styrkortet. Det senaste komplementet till styrkortet är Strategikartan som utgörs av ett enskilt dokument och har som uppgift att förklara en strategi. Detta genom att visa och förklara hur ett enskilt uppsatt mål bidrar till helheten i en organisation.

För att få en uppfattning om hur ANS förmedlar vision och strategier till de underliggande affärsområdena AER och ATA och hur budskapet uppfattas av medarbetarna har intervjuer och en enkätundersökning genomförts.

För att förmedla vision och strategier upprättar ANS en affärsplan för hela divisionen. ANS affärsplan ligger sedan till grund för de affärsplaner som upprättas för respektive affärsområde. Divisionens och affärsområdenas affärsplaner är snarlika varandra och är uppbyggda på en struktur enlig konceptet med det balanserade styrkortet.

Resultatet som har framkommit i undersökningen är att kommunikationen av vision och strategier från divisionsledning till ledning för affärsområde ATA och AER fungerar bra med det balanserades styrkortets nuvarande utformning.

Däremot så finns det brister i kommunikationen av vision och strategier från affärsområdesledning ut till de underliggande produktionsenheterna. På dessa underliggande organisatoriska enheter så upplevs inte nuvarande styrkortskonceptet fungera i samma utsträckning med avseende på uppgiften att förmedla vision och strategier.

Tillämpningen av styrkortskonceptet skiljer sig dock mellan produktionsenheterna i affärsområdena. Detta exemplifieras av då ATCC-enheten i Stockholm har utvecklat styrkortkonceptet med en strategikarta och där upplevs kommunikationen ha förbättras. Konceptet med strategikarta skulle mycket väl kunna vara applicerbart på andra enheter och till och med för hela divisionens verksamhet. Genom att nyttja den kompetens och kontakter som idag finns inom verksamheten finns det stora möjligheter för utbildning och utveckling av styrkortskonceptet för division ANS.

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Kopp, James Clayton y Robert S. Kaplan. "The influence of organizational hierarchy and departmental structure on communication : the case of Kaplan and Norton's Balanced scorecard in a matrix organization". Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59254.

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Thesis (S.M. in System Design and Management)--Massachusetts Institute of Technology, Engineering Systems Division, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 80-81).
A large business requires efficient and effective internal communication among employees to achieve its goals. Dodds, Watts, and Sable (DWS) introduced a communication network model assessing information flow within a business by examining the relative influences of organizational structure, message volatility, and task decomposability on the probability of successful message transmission, but there is no research available that examines this or similar models in the context of a real business. The model predicts optimal message flow in a "Multi-scale" organizational network, a structure which in practice may most resemble a matrix organization. In this study a survey was designed to measure the influence of rank and department on message transfer - particularly the informational attributes of understanding, accuracy, importance, and influenceability - originating from the Balanced Scorecard in a large, matrix-managed aerospace business. The survey data indicated the following results: - Understanding (of the Balanced Scorecard metrics) was significantly influenced by employee rank and exhibited some effects of departmental expertise with certain metrics. - Belief in the accuracy of the metrics correlated highly with Understanding. - Importance rankings of the metric displayed high alignment across both rank and department, an encouraging result for company management. - Influenceability (people's belief they could affect the metric) was heavily influenced by rank and somewhat influenced by department. It also generally exhibited the lowest levels and highest variation when compared to the other attributes. - A deeper analysis comparing the Engineering and Program Office departments revealed consistently better vertical communication for Engineering, and better lateral communication within ranks for Program Office, which may indicate an additional influence of department culture on information flow. When subjected to a DWS interpretation, the survey results provided clues about relative influences of rank and department on message flow and relative values of other DWS model parameters - task decomposability and message traffic volume - could be gleaned from employee comments and post-survey interviews. The study falls short of making absolute characterizations of the DWS attributes, but is able to make inferences regarding the communication of the separate attributes relative to each other. Indeed, one important implication of the work done here to DWS theory is that for different business concerns and for different organizations within the overall company, there are apparently different mappings onto the DWS communication framework. Analysis of the study data for this organization indicates lateral communication may be better than vertical communication for Understanding and Influenceability; Accuracy does not exhibit dominance by either parameter; and Importance is well communicated laterally and vertically. More empirical data on measurable information traffic such as email is needed from different organizations, industries, and national cultures for DWS parameter values to converge upon more absolute values.
by James Clayton Kopp.
S.M.in System Design and Management
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Libros sobre el tema "Kaplan and Norton"

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Esterhazy, The Town of. STAGe FRIGHT: The THRILLusion Show! Esterhazy, Canada: The Town of Esterhazy : A Great Community with Great People, 1989.

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The Romance of History: Essays in Honor of Lawrence S. Kaplan. Kent State University Press, 1997.

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Hawthorne, Nathaniel. Scarlet Letter: A Kaplan SAT Score-Raising Classic. Turtleback Books Distributed by Demco Media, 2005.

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Hawthorne, Nathaniel. Scarlet Letter: A Kaplan Sat Score-raising Classic. Tandem Library, 2005.

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Hawthorne, Nathaniel. The Scarlet Letter: A Kaplan SAT Score-Raising Classic. 2a ed. Kaplan Publishing, 2006.

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Hawthorne, Nathaniel. The Scarlet Letter: A Kaplan SAT Score-Raising Classic. Kaplan Education, 2005.

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Kaplan Parent'S Guide To The North Carolina End-Of-Grade Tests: A Complete Guide To Understanding The Tests And Preparing Your Child For A Succe. Kaplan, 2000.

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Capítulos de libros sobre el tema "Kaplan and Norton"

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"56 Strategy Maps nach Kaplan & Norton". En Die wichtigsten Strategietools für Manager, editado por Michael Hirt, 190–93. Vahlen, 2014. http://dx.doi.org/10.15358/9783800648474-190.

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Van Grembergen, Wim y Ronald Saull. "Information Technology Governance through the Balanced Scorecard". En Information Technology Evaluation Methods and Management, 199–211. IGI Global, 2001. http://dx.doi.org/10.4018/978-1-878289-90-2.ch013.

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The balanced scorecard (BSC) initially developed by Kaplan and Norton, is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool with its concepts widely supported and dispersed by international consultant groups such as GartnerGroup, Renaissance Systems, Nolan Norton Institute, and others. Purcciafelli et al. (1999) predict that “by 2003, 60 percent of large enterprises and 30 percent of midsize enterprises will adopt a balanced set of metrics to guide business-oriented IT decisions (0.7 probability).” In this chapter, a generic IT BSC is proposed and its relationship with the business balanced scorecard (BU BSC) is established. It is shown how a cascade of balanced scorecards can support the IT governance process and its related business/IT alignment process. Further, the development and implementation of an IT BSC is discussed and an IT BSC Maturity Model is introduced. The chapter concludes with the findings of a real-life case.
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Posch, Alfred. "From "Industrial Symbiosis" to "Sustainability Networks"". En Information Systems for Sustainable Development, 229–42. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-342-5.ch014.

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Industrial recycling networks are very effective in minimizing impact on the environment by building up closed loops of material and energy use within the industrial system. These interorganizational recycling activities among various industries can be a starting point for “sustainability networks,” that is, systems of voluntary, but organized cooperation among different stakeholders with the common target of the sustainable development of society within a certain region. To work well, an overall vision of the sustainability network needs to be clearly defined and then translated into strategies and strategic objectives. These in turn need to be transformed into operational targets that can be measured by a comprehensive set of environmental, social and economic indicators. This procedure is quite similar to the balanced scorecard approach of Kaplan/Norton, which is considered as an appropriate management information system not only for industry but also for sustainability networks. As part of inter- and transdisciplinary research and educational projects at the University of Graz the concept of sustainability networks is being implemented for the first time in the Eisenerz region, an abandoned iron-ore mining area in Austria.
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Murcia, Lissette y Iván Rodrigo Vargas Ramírez. "Diseño del cuadro de mando integral del programa de movilidad escolar de la secretaría de educación de Bogotá". En Tendencias en la investigación universitaria. Una visión desde Latinoamérica. Volumen XIII, 211–27. Fondo Editorial Universitario Servando Garcés de la Universidad Politécnica Territorial de Falcón Alonso Gamero / Alianza de Investigadores Internacionales S.A.S., 2020. http://dx.doi.org/10.47212/tendencias2020vol.xiii.13.

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La administración pública en su esfuerzo por brindar los mejores resultados a la comunidad, y generar el máximo bienestar social posible encuentra en las herramientas de planificación, un importante mecanismo para rehacer, fortalecer y optimizar sus procesos que le permitan cumplir con sus respectivos esquemas de planeación estratégica. La Secretaría de Educación de Bogotá tiene como objetivo promover la formación integral de los niños, niñas, y adolescentes de las instituciones y sedes educativas de la ciudad. Dentro de su oferta, existe en el Programa de Movilidad Escolar que se convierte en el centro de estudio, por lo cual el objetivo de la investigación es presentar la metodología implementada del Cuadro de Mando Integral y los principales resultados aplicados en la Secretaría de Educación en Bogotá para el aprendizaje organizacional en el sector público, que a través de un enfoque cualitativo con estadística básica descriptiva diseña un Cuadro de Mando Integral para formar, presentar y generar procesos de transformación y modernización de la entidad. Dentro de los resultados, se plantea un mapa estratégico del programa con base en las áreas claves definidas por Norton & Kaplan.
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Cruz, Antônio César Nunes. "People Management and Its Relationship With Business Models". En Advances in Business Strategy and Competitive Advantage, 368–88. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7265-7.ch020.

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The purpose of this chapter is to present a study that provokes a reflection and understanding about the importance of people management in the corporate world as a strategy and a fundamental resource for the success of companies and institutions. In practice, many new-company projects focus on business modeling and business plans as an initial and sufficient condition for the success of these companies or organizations that they intend to create. Little is seen about the actions concerning the importance of the human capital dimension to the desired success in a business project. Organizations cannot be successful only because of failures in the business model or in their business plan, but in the fundamental link of value creation and supply, which is boiled down to the human resource they have. People have come to occupy a place where they are seen as key elements of the value-based management model, as Kaplan and Norton in 1997 conclude, showing us that the problem of human resource management could be addressed under the strategic perspective through the balanced scorecard (BSC). It means that it becomes necessary to use organizational strategic planning as the basis for the strategic planning of human capital essential to the business.
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Clegg, Ben y Boon Tan. "E-Business Planning and Analysis Framework". En Electronic Business, 314–24. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-056-1.ch021.

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This chapter reports on a framework that has been successfully used to analyze the e-business capabilities of an organization with a view to developing their e-capability maturity levels. This should be the first stage of any systems development project. The framework has been used widely within start-up companies and well-established companies both large and small; it has been deployed in the service and manufacturing sectors. It has been applied by practitioners and consultants to help improve e-business capability levels, and by academics for teaching and research purposes at graduate and undergraduate levels. This chapter will provide an account of the unique e-business planning and analysis framework (E-PAF) and demonstrate how it works via an abridged version of a case study (selected from hundreds that have been produced). This will include a brief account of the three techniques that are integrated to form the analysis framework: quality function deployment (QFD) (Akao, 1972), the balanced scorecard (BSC) (Kaplan & Norton, 1992), and value chain analysis (VCA) (Porter, 1985). The case study extract is based on an online community and dating agency service identified as VirtualCom which has been produced through a consulting assignment with the founding directors of that company and has not been published previously. It has been chosen because it gives a concise, comprehensive example from an industry that is relatively easy to relate to.
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Wang, Fen y Guisseppi Forgionne. "BSC-Based Framework for E-Business Strategy". En Electronic Business, 440–50. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-056-1.ch028.

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E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic ebusiness management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).
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Kettunen, Juha. "Human Resources in the Balanced Scorecard System". En Encyclopedia of Human Resources Information Systems, 464–70. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch068.

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Strategic planning is a matter of mapping the route between the perceived present circumstances and the desired future situation. Strategic management adapts higher education institutions (HEI) to their environment including educational policy, local demand for skilled labor, and other factors. The purpose of HEIs is to positively affect the development of society and the local community. The balanced scorecard approach developed by Kaplan and Norton (2001, 2004, 2006) is a framework for the communication and implementation of the strategy. The approach creates a shared understanding of the strategic plan by describing the plan using strategy maps, strategic objectives, measures and target values for the planning period (Niven, 2005). The balanced scorecard approach can be combined with other approaches and management tools. The purpose of this article is to report on a development project where the balanced scorecard approach was applied in the management information system MIS) of an HEI. The MIS integrates the different approaches of management into human resources (HR) planning. It is important that the balanced scorecard approach is supported by the MIS. This is especially critical in large organizations. Many administrative units and organizational levels emphasize the importance of automation enabling management to consistently aggregate the scorecards of lower organizational levels to the overall scorecard. The MIS with a portal is a valuable communication channel, information processor, management tool and the joint memory of the organization. The empirical part of the article describes the MIS of the Turku University of Applied Sciences (TUAS), where the MIS is based on strategic management and the balanced scorecard approach. The system integrates budgeting, action plans, HR planning and quality management. The data warehouse approach is used to capture data from the diverse source systems and to store the data in an integrated database. An MIS portal was developed to support the management process and be open to the personnel of the institution. The portal supports the dialogue and commitment of the personnel to the strategic outlines. The portal is open to management and the personnel of the institution.
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Janeš, Aleksander. "Empirical Verification of the Performance Measurement System". En Encyclopedia of Information Science and Technology, Fourth Edition, 5638–49. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-2255-3.ch489.

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In their endeavor to increase profits, companies usually become aware that this is predominantly the result of employee competence and satisfaction, processes excellence and customer's satisfaction. Based on that assertion, companies integrate different managerial tools in the performance measurement system (PMS) and therefore in their management system. One of the most dominant managerial tools is the Kaplan and Norton's balanced scorecard (BSC). In this research, the approach that represents the basis for further work in the field of research in PMSs of companies, with the use of econometric tools, was empirically tested and developed.
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Janeš, Aleksander. "Empirical Verification of the Performance Measurement System". En Advanced Methodologies and Technologies in Business Operations and Management, 1326–38. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7362-3.ch099.

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In their endeavor to increase profits, companies usually become aware that this is predominantly the result of employee competence and satisfaction, excellent processes, and customer's satisfaction. Based on that assertion, companies integrate different managerial tools in the performance measurement system (PMS) and therefore in their management system. One of the most dominant managerial tools is the Kaplan and Norton's balanced scorecard (BSC). In this chapter, the approach that represents the basis for further work in the field of research in PMSs of companies, with the use of econometric tools, was empirically tested and developed.
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Actas de conferencias sobre el tema "Kaplan and Norton"

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Bryan, Chris y Ehsaan Nasir. "Lessons Learned from Analyzing the Runlife Statistics of ESPs Using Kaplan Meier Analysis for North American Unconventional Plays". En SPE Gulf Coast Section Electric Submersible Pumps Symposium. SPE, 2021. http://dx.doi.org/10.2118/204497-ms.

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Abstract Evaluating Electrical Submersible Pumps (ESPs) [SS1] [NA2] run-lives and performance in unconventional well environments is challenging due to many different factors -including the reservoir, well design, and production fluids. Moreover, reviewing the run-lives of ESPs in a field can be rather complex since the run-life data is incomplete. Often ESPs are pulled while they are still operational, or the ESP has not been allowed to run until failure. These are some of the complications that arise when gauging ESP performance. A large dataset of ESP installs was assessed using Kaplan-Meier survival analysis for the North American unconventional application to better understand those factors that may affect ESP run lives. The factors were studied including but are not limited to the following: Basin and producing formation Comparing different ESP component types such pumps and motors, and new or used ESP components Completion intensity of the frac job (lb/ft of proppant) Kaplan-Meier survival analysis is one of the commonly used methods to measure the fraction or probability of group survival after certain time periods because it accounts for incomplete observations. Using Kaplan-Meier analysis generates a survival curve to show a declining fraction of surviving ESPs over time. Survival curves can be compared by segmenting the runlife data into buckets (based on different factors), therefore to analyze the statistical significance of each and how they affect ESP survivability. Kaplan-Meier analysis was performed on the aforementioned dataset to answer these questions in order to better understand the factors that affect ESP runlives in North American unconventional plays. This work uses a unique dataset that encompasses several different ESP designs, with the ESPs installed in different North American plays. The observations and conclusions drawn from it, by applying survival analysis, can help in benchmarking ESP runtimes and identifying what works in terms of prolonging ESP runlife. The workflow is also applicable to any asset in order to better understand the drivers behind ESP runlife performance.
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Niswaty, Risma, Andi Cudai Nur, Hasni y Diaz Rency Sesa. "Village Fund Allocation Management in Kapala Pitu District, North Toraja Regency". En 3rd International Conference on Social Sciences (ICSS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201014.169.

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Javadova, A. "Geological and Prospective Peculiarity of Kapaz Field in Caspian Basin". En 2nd EAGE North African/Mediterranean Petroleum & Geosciences Conference & Exhibition. European Association of Geoscientists & Engineers, 2005. http://dx.doi.org/10.3997/2214-4609-pdb.11.p04.

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Lowrey, Brooks B., Christopher R. Brown, Daniel S. Park y Michael C. Murphy. "Low Cost, Open-Loop Temperature Controller for MEMS and Modular Microfluidics Applications". En ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-65543.

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A commercially manufactured thermostat (Model C Thermostat, Portage Electronic Products Inc., North Canton, OH) was employed as a precision MEMS temperature controller for a simulated continuous flow thermal reactor, with three temperature zones to mimic a polymerase chain reaction (CFPCR) device but different temperature set points to allow use of off-the-shelf controllers and thermally-responsive fluids. The ability of the commercial thermostats to maintain the temperatures within given tolerance bands in the thermal reactor was investigated. The factory supplied and calibrated thermostats were actuated by trimetallic strips, and supplied in a normally-closed configuration. Each thermostat was arranged in series with a 28 VDC power supply, a Kapton heater, and an aluminum thermal block to establish a constant temperature boundary condition for each temperature zone. Calibration temperatures for each thermostat reflected the three temperature set points of the simulated PCR device in the testing apparatus. Temperatures were collected by fixing Type K thermocouples in the fluidic channels of the simulated PCR device, and recording the temperature over time. The commercial, off-the-shelf, open-loop controllers successfully maintained ±1°C tolerance bands within each thermal zone. The ±1°C variation in the channel temperature was caused by the chatter due to the switching of the thermostat.
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Mohammadyari, Fatemeh, Mir Mehrdad Mirsanjari, Jūratė Sužiedelytė Visockienė y Ardavan Zarandian. "Evaluation of Change in Land Usage and Land Cover in Karaj, Iran". En 11th International Conference “Environmental Engineering”. VGTU Technika, 2020. http://dx.doi.org/10.3846/enviro.2020.649.

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In this study, classification results were derived from remote sensing data and the Support Vector Machine (SVM) algorithm used in this process, which classifies Landsat land-cover images. The accuracy of image classifications was evaluated by calculation of the Kappa coefficient. The area of study is Karaj, the capital of Alborz province, in north-central Iran. It is situated in the foothills of the Alborz Mountains and occupies a fertile agricultural plain. Landsat data used in the classification of land cover were collected from USGS websites, and multi-temporal images from the data were geometrically corrected. After this process, we calculated 11 metrics at the landscape and class-level scales: five metrics of class level and six metrics of landscape. The results showed that the landscape patterns in Karaj were changed due to the process of urbanization over an 11-year period. At the class level, for all classifications, the AI metric increased and the PD and NP metrics decreased. At the landscape level, the PD, ED, NP, and SHDI metrics decreased, and LPI and AI increased. These results provide insights about urban development policies and about whether the expansion of urban areas is beneficial for environmental sustainability in Iran and elsewhere in the world.
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Zhang, Martin Y., Qiong Nian y Gary J. Cheng. "Deposition of Al-Doped Zinc Oxide by Direct Pulsed Laser Recrystallization at Room Temperature on Various Substrates for Solar Cell Applications". En ASME 2012 International Manufacturing Science and Engineering Conference collocated with the 40th North American Manufacturing Research Conference and in participation with the International Conference on Tribology Materials and Processing. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/msec2012-7381.

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In this study, a method combining room temperature pulsed laser deposition (PLD) and direct pulsed laser recrystallization (DPLR) are introduced to deposit superior transparent conductive oxide (TCO) layer on low melting point flexible substrates. As an indispensable component of thin film solar cell, TCO layer with a higher quality will improve the overall performance of solar cells. Alumina-doped zinc oxide (AZO), as one of the most promising TCO candidates, has now been widely used in solar cells. However, to achieve optimal electrical and optical properties of AZO on low melting point flexible substrate is challenging. Recently developed direct pulsed laser recrystallization (DPLR) technique is a scalable, economic and fast process for point defects elimination and recrystallization at room temperature. It features selective processing by only heating up the TCO thin film and preserve the underlying substrate at low temperature. In this study, 250 nm AZO thin film is pre-deposited by pulsed laser deposition (PLD) on flexible and rigid substrates. Then DPLR is introduced to achieve a uniform TCO layer on low melting point flexible substrates, i.e. commercialized Kapton polyimide film and micron-thick Al-foil. Both finite element analysis (FEA) simulation and designed experiments are carried out to demonstrate that DPLR is promising in manufacturing high quality AZO layers without any damage to the underlying flexible substrates. Under appropriate experiment conditions, such as 248 nm in laser wavelength, 25 ns in laser pulse duration, 15 laser pulses at laser fluence of 25 mJ/cm2, desired temperature would result in the AZO thin film and activate the grain growth and recrystallization. Besides laser conditions, the thermal conductivity and crystallinity of the substrate serve as additional factors in the DPLR process. It is found that the substrate’s thermal conductivity correlates positively with the AZO crystal size; the substrate’s crystallinity correlates positively with the AZO film’s crystallinity. The thermal expansion of substrate would also contribute to the film tensile stress after processed by DPLR technique. The overall results indicate that DPLR technique is useful and scalable for flexible solar cell manufacturing.
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