The Balanced Scorecard Translating Strategy Into Action

By A. Nagel. 2002

423 citations recorded by the source corpus.

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Process performance measurement system: A tool to support process-based organizations (2000, methodology): “It looks at business processes only as far as they have a great impact on customer satisfaction and achieve an organization’s ® nancial objectives (Kaplan & Norton, 1996, p. 27).”
Personality Traits, Employee Satisfaction and Affective Commitment (2007, background): “Email: birgit.renzl@uibk.ac.at 1478-3363 Print=1478-3371 Online=07=050589–10 # 2007 Taylor & Francis DOI: 10.1080=14783360601061528 ance of employee satisfaction has been well recognized in modern management models such as the EFQM Excellence Model (European Foundation for Quality Management, 1999) ”
Balanced Scorecard: Myth and Reality (2005, methodology): “Hence, the proponents of the balanced scorecard claim that it is a device to guide strategy formulation, implementation, and communication (Kaplan and Norton, 1996a).”
Bundling and diffusion of management accounting innovations—the case of the balanced scorecard in Sweden (2005, methodology): “2 The other books were Kaplan and Norton (1996b), which since 1999 has also been available in Swedish, and a guide to the implementation of the BSC (Hallegård and Johansson, 1999).”