The balanced scorecard : measures that drive performance
By Robert S. Kaplan, D. Norton. 2015
1,758 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/7edb632b26f633974c1185afc5124ae07918a64f
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
- Matthew Hall
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- David Smith
- Deniz Appelbaum
- Alexander Kogan
- Zhaokai Yan
- J. Simmons
Citations in the corpus
- Impact of business analytics and enterprise systems on managerial accounting (2017, methodology): “BSC was fi rst developed by Kaplan and Norton (1992) to supplement traditional fi nancial measures.”
- The Functions of a Servant Leader (2017, background): “This process of developing the capability and capacity frameworks and supporting it with relevant processes, policies, and systems relate well to the factors of a high performing organisation such as (a) establishing and communicating a clear vision, mission, and strategy; (b) being customer orienta”
- Do Stakeholder Orientation and Environmental Proactivity Impact Firm Profitability? (2017, unknown): “It would be interesting to see whether other researchers find the same results using different measures of performance, such as the balanced scorecard (Kaplan and Norton 1992).”
- The effect of TQM on organisational performance: empirical evidence from the textile sector of a developing country using SEM (2019, unknown): “Kaplan and Norton (1992) posit that traditional financial measures of accounting such as return on investment and earnings per share might give deceptive signals about organisational performance.”
- Performance measurement, modes of evaluation and the development of compromising accounts (2013, background): “A criticism of existing practices is also evident, for example, in the context of performance measurement systems that are seen to require more non-financial measures (Kaplan & Norton, 1992) and financial reports are viewed as needing more narrative information (Chahed, 2010).”
- Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach (2013, background): “Dissemination involves reporting back to stakeholder constituencies via a CSR version of the Balanced Scorecard (Kaplan and Norton 1992).”