## Abstract This article describes an implementation of the balanced scorecard (BSC) at NTT, a highβtech Japanese company. It explores the conditions that set the stage, then highlights some of the obstacles to implementing the BSC and linking the objectives with employee compensation. __Β© 2006 Wil
β¦ LIBER β¦
Strategy implementation: a role for the balanced scorecard?
β Scribed by Atkinson, Helen
- Book ID
- 120302463
- Publisher
- Emerald Group Publishing Limited
- Year
- 2006
- Tongue
- English
- Weight
- 202 KB
- Volume
- 44
- Category
- Article
- ISSN
- 0025-1747
No coin nor oath required. For personal study only.
π SIMILAR VOLUMES
Implementing the balanced scorecard
β
Mohsen Souissi; Kazunori Itoh
π
Article
π
2006
π
John Wiley and Sons
π
English
β 147 KB
Performance Measurement with the Balance
β
Biazzo, Stefano; Garengo, Patrizia
π
Article
π
2011
π
Springer Berlin Heidelberg
β 443 KB
β
Kaplan, Robert S.; Norton, David P.
π
Fiction
π
1996
π
Harvard Business Review Press
π
English
β 379 KB
_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 obje
The balanced scorecard, competitive stra
β
Eric M. Olson; Stanley F. Slater
π
Article
π
2002
π
Elsevier Science
π
English
β 84 KB
The Balanced Scorecard: Translating Stra
β
Dorf, R.C.; Raitanen, M.
π
Article
π
1997
π
IEEE
π
English
β 15 KB
Model building and estimation strategies
β
Pietro Giorgio Lovaglio
π
Article
π
2010
π
Springer Netherlands
π
English
β 229 KB