Strategy Maps: Converting Intangible Assets into Tangible Outcomes

By F. D. Tuggle. 2004

951 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f480245bd06b73c639b7e38394e213e97bbc48c2

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In Strategy and Management

Citations in the corpus

A framework for identifying and measuring value added by corporate real estate (2006, methodology): “One way of looking at how real estate can add value to the firm is using the framework shown in Kaplan and Norton's (1996, 2000, 2004)”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “Kaplan and Norton (2004) claim that both financial and customer stakeholders need to be satisfied concurrently.”
Spiritual Leadership and Organizational Performance: An Exploratory Study (2006, background): “…in other words, a high degree of workplace spirituality and spiritual leadership, as a driver of organizational commitment and productivity, is essential to optimizing organizational performance (Baldrige National Quality Program, 2005; Fry & Matherly, 2006; Kaplan & Norton, 1992, 1996, 2004).”
A Comparison between Concept Maps, Mind Maps, Conceptual Diagrams, and Visual Metaphors as Complementary Tools for Knowledge Construction and Sharing (2006, background): “9 All of these conceptual diagrams structure information visually with the help of pre-defined (often theory-derived) graphic ‘containers’.”
Human capital measures, strategy, and performance: HR managers' perceptions (2008, positive): “…the other hand, alignment considers that performance is enhanced when performance measurement systems are designed to translate strategic goals into consistently selected performance indicators (Burney and Widener, 2007; Chenhall, 2005; Ittner et al., 2003; Kaplan and Norton, 2004; Widener, 2006).”
A balanced scorecard approach to establish a performance evaluation and relationship model for hot spring hotels based on a hybrid MCDM model combining DEMATEL and ANP (2011, methodology): “Kaplan and Norton (2004) also argue that “by making sure target customers are satisfied can the financial goals be attained.””