Third‐generation balanced scorecard: evolution of an effective strategic control tool

By G. Lawrie, Ian Cobbold. 2004

247 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/83151107fc33c47e09af76cf5e74cd3d4639624d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Henrik Andersen
2. Ian Cobbold
3. G. Lawrie
4. Nopadol Rompho

Citations in the corpus

• Balanced Scorecard implementation in SMEs: reflection in literature and practice (2003, background): “Accordingly, the most effective Balanced Scorecard design processes use the creation of a strategic destination statement describing, ideally in some detail, what the organisation is likely to look like at an agreed future date (Olve et al 1999, Shulver et al 2000, Lawrie & Cobbold 2004 ).”
• A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard (2009, unknown): “The Balanced Scorecard (BSC) is an extensive and thorough performance evaluation tool to adequately plan and control an organization so it can attain its goals (Davis & Albright, 2004; Lawrie & Cobbold, 2004; Pinero, 2002).”