Having trouble with your strategy? Then map it.

By Robert S. Kaplan, D. Norton. Harvard Business Review, 2000

1,320 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/38abb9d44939bf6f4e33b77b7090701db4c0ea63

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Citations in the corpus

Organizational learning, innovativeness, and organizational performance: a qualitative investigation (2007, methodology): “The Balanced Scorecard Strategy Map (BSSM) developed by Kaplan and Norton (2000) provides a conceptual foundation for such a perspective.”
Visualization of interfirm relations in a converging mobile ecosystem (2008, background): “…large networks are abundant in economies, markets, firms, and societies and some prominent researchers have argued that visualization approaches can be extremely valuable for business strategy (Kaplan and Norton, 2000), scenario planning (Anthony et al., 1993), and problem solving (Tufte, 1983).”
20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research (2014, background): “Following that article, and examining more than 300 organisations, Kaplan and Norton produced a series of articles (Kaplan, 2009; Kaplan & Norton, 1993, 1996a, 1996b, 2000, 2001a, 2001b, 2004a, 2006a, 2008a) and several books (Kaplan & Norton, 1996c, 2001c, 2004b, 2006b, 2008b) to advance the…”
A review of performance measurement: Towards performance management (2005, background): “34 PM system business; customer perspective; innovation and learning in case studies though) performance management tools ([38-41, 43, 44]) process)”
Why do firms measure their intellectual capital (2003, background): “Many measurement systems assume causal relationships or are based on a business hypothesis which enables organizations to test or challenge any underlying hypothesis (see for example Kaplan and Norton, 2000a).”
The impact of the corporate balanced scorecard on corporate control—A research note (2010, background): “The fourth article intro- duced strategy maps—more elaborated descriptions of cause-and-effect relationships (Kaplan and Norton, 2000).”
What do we really mean by the dynamic dimension of intellectual capital (2007, methodology): “techniques are used, such as the strategy map (Kaplan and Norton, 2000; 2003), value creation map (Marr et al.”
The tyranny of the Balanced Scorecard in the innovation economy (2006, methodology): “In order to expand the BSC by Kaplan and Norton (1992, 1996, 2000), we propose the concept on the systemic scorecard (SSC), first conceptualized by Leibold et al. (2002).”