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Conceptualisation of the Balanced Scorecard (BSC) model
16 references·0 citing·26 second hop
Conceptualisation of the Balanced Scorecard (BSC) model (2015)Conceptualisation of the Balanced Scoreca…The Practice of Management (2012)The Practice of ManagementThe Execution Premium: Linking Strategy to Operations for Competitive Advantage (2010)The Execution Premium: Linkin…The five competitive forces that shape strategy. (2008)The five competitive forces t…Strategy Maps: Converting Intangible Assets into Tangible Outcomes (2003)Strategy Maps: Converting Int…Performance implications of strategic performance measurement in financial services firms (2003)Performance implications of s…A framework of the factors affecting the evolution of performance measurement systems (2002)A framework of the factors af…Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I (2001)Transforming the Balanced Sco…Theory and practice in SME performance measurement systems (2001)Theory and practice in SME pe…Assessing empirical research in managerial accounting: a value-based management perspective (2001)Assessing empirical research …The balance on the balanced scorecard a critical analysis of some of its assumptions (2000)The balance on the balanced s…The performance measurement revolution: why now and what next? (1999)The performance measurement r…Performance management: a framework for management control systems research (1999)Performance management: a fra…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…A Stakeholder Approach to Strategic Performance Measurement (1997)A Stakeholder Approach to Str…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…Relevance Lost: The Rise and Fall of Management Accounting (1987)The design and use of performance management systems: An extended framework for analysis (2009)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Advantage: Creating and Sustaining Superior Performance (1985)Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study (2004)The evolution of performance measurement research (2005)Integrated Reporting: Insights, gaps and an agenda for future research (2014)Using the balanced scorecard as a strategic management system (1996)Management control systems and strategy: A resource-based perspective (2005)Management control systems as a package—Opportunities, challenges and research directions (2008)An empirical investigation of the relationship between intellectual capital and firms’ market value and financial performance (2005)Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline (2005)Business Models: Origin, Development and Future Research Perspectives (2015)Performance measurement system design (1995)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)The Capabilities of Market-Driven Organizations (1994)Corporate Social Responsibility (1999)The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice (2010)The Psychology of Competition (2013)Contesting the Value of “Creating Shared Value” (2014)Protection of Trade Secrets and Capital Structure Decisions (2014)An empirical analysis of the levers of control framework (2007)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)
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References

  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 2012The Practice of Management3,745 cited
  • 2008The five competitive forces that shape strategy.2,944 cited
  • 2003Strategy Maps: Converting Intangible Assets into Tangible Outcomes2,049 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 2001Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I1,899 cited
  • 2000The balance on the balanced scorecard a critical analysis of some of its assumptions1,307 cited
  • 2003Performance implications of strategic performance measurement in financial services firms1,156 cited
  • 1999The performance measurement revolution: why now and what next?1,155 cited
  • 2001Assessing empirical research in managerial accounting: a value-based management perspective1,143 cited
  • 2001Theory and practice in SME performance measurement systems857 cited
  • 1997A Stakeholder Approach to Strategic Performance Measurement856 cited
  • 2010The Execution Premium: Linking Strategy to Operations for Competitive Advantage

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754 cited
  • 2002A framework of the factors affecting the evolution of performance measurement systems575 cited
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