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Alignment: Using the Balanced Scorecard to Create Corporate Synergies
3 references·16 citing·45 second hop
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References

  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 2003Strategy Maps: Converting Intangible Assets into Tangible Outcomes2,049 cited
  • 2004Strategy Maps: Converting Intangible Assets into Tangible Outcomes1,413 cited

Cited by

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  • 2012Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments?220 cited
  • 2007Designing a knowledge-based system for strategic planning: A balanced scorecard perspective207 cited
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  • 2010The Future of Public and Nonprofit Strategic Planning in the United States168 cited
  • 2009Aligning Performance Measurement Systems With Strategy: The Case of Environmental Strategy154 cited
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  • 2011Reviewing and improving performance measurement systems: An action research

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139 cited
  • 2010Designing a mixed performance measurement system for environmental supply chain management using evolutionary game theory and balanced scorecard: A case study of an auto industry supply chain139 cited
  • 2017The Three Secrets of Megaproject Success: Clear Strategic Vision, Total Alignment, and Adapting to Complexity127 cited
  • 2017CSR and Customer Value Co-creation Behavior: The Moderation Mechanisms of Servant Leadership and Relationship Marketing Orientation126 cited
  • 2013Examining a positive psychological role for performance measures113 cited
  • 2010The impact of the corporate balanced scorecard on corporate control—A research note96 cited