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El Cuadro de Mando Integral como instrumento para la evaluación y el seguimiento de la estrategia en las organizaciones sanitarias
12 references·9 citing·33 second hop
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References

  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 2009What leaders really do1,128 cited
  • 1991The service-driven service company.452 cited
  • 2006Theorizing Contingencies in Management Control Systems Research347 cited
  • 2013Making strategy work: leading effective execution and change268 cited
  • 2003Use of the balanced scorecard in health care.222 cited
  • 2010Strategic Performance Measurement: Benefits, Limitations and Paradoxes200 cited
  • 2003Translating strategy into effective implementation: dispelling the myths and highlighting what works187 cited
  • 1998The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management165 cited
  • 2002Business Performance Measurement111 cited
  • 2007Business Performance Measurement106 cited

Cited by

  • 2017Balanced performance measurement in research hospitals: the participative case study of a haematology department45 cited
  • 2019Incorporating the environmental dimension into the balanced scorecard32 cited
  • 2016Traditional vs. Contemporary Management Control Practices for Developing Public Health Policies

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31 cited
  • 2017The use and design of the BSC in the health care sector: A systematic literature review for I taly, S pain, and P ortugal30 cited
  • 2017Do hospital balanced scorecard measures reflect cause-effect relationships?27 cited
  • 2019Identification and ranking of specific balanced scorecard performance measures for hospitals: A case study of private hospitals in the Klang Valley area, Malaysia24 cited
  • 2019Advancing towards contemporary practice: a systematic review of organisational performance measures for non-acute health charities22 cited
  • 2017Validating the balanced scorecard framework for nonprofit organisations: an empirical study involving Australasian healthcare20 cited
  • 2016Operationalising performance measurement dimensions for the Australasian nonprofit healthcare sector19 cited