The Balanced Scorecard: Translating Strategy into Action
(eBook)
Author
Published
Harvard Business Review Press, 1996.
ISBN
9781422148167
Status
Available Online
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Format
eBook
Language
English
Citations
APA Citation, 7th Edition (style guide)
Robert S. Kaplan., Robert S. Kaplan|AUTHOR., & David P. Norton|AUTHOR. (1996). The Balanced Scorecard: Translating Strategy into Action . Harvard Business Review Press.
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Robert S. Kaplan, Robert S. Kaplan|AUTHOR and David P. Norton|AUTHOR. 1996. The Balanced Scorecard: Translating Strategy Into Action. Harvard Business Review Press.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Robert S. Kaplan, Robert S. Kaplan|AUTHOR and David P. Norton|AUTHOR. The Balanced Scorecard: Translating Strategy Into Action Harvard Business Review Press, 1996.
MLA Citation, 9th Edition (style guide)Robert S. Kaplan, Robert S. Kaplan|AUTHOR, and David P. Norton|AUTHOR. The Balanced Scorecard: Translating Strategy Into Action Harvard Business Review Press, 1996.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
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Grouping Information
| Grouped Work ID | a1e92535-64ad-9899-8134-3751edde4d47-eng |
|---|---|
| Full title | balanced scorecard translating strategy into action |
| Author | kaplan robert s |
| Grouping Category | book |
| Last Update | 2024-04-25 05:12:14AM |
| Last Indexed | 2024-04-25 09:55:07AM |
Book Cover Information
| Image Source | hoopla |
|---|---|
| First Loaded | Feb 27, 2024 |
| Last Used | Feb 27, 2024 |
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[synopsis] => The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard -- financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.
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