21‚1 Balanced scorecards in managing higher education institutions: an Indian perspective Venkatesh Umashankar and Kirti Dutta Institute for International Management and Technology‚ Haryana‚ India Abstract Purpose – The paper aims to look at the balanced scorecard (BSC) concept and discuss in what way it should be applied to higher education programs/institutions in the Indian context. Design/methodology/approach – The paper is based on extant literature on the balanced scorecard concept per
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Using Balanced Scorecard for Subcontractor Performance Appraisal S. Thomas NG‚ Hong Kong‚ China Key words: Subcontractor performance‚ performance appraisal‚ balanced scorecard SUMMARY Several influential industry reports have pointed out that a decline in construction quality and productivity could be attributed to the performance of subcontractors who are entrusted to complete the actual works‚ yet subcontractor performance appraisal is a much neglected subject in construction. To facilitate
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The Balanced Scorecard as a Tool for Security Management Measurement Table of Content List of Abbreviations..........................................................................................................i List of Figures....................................................................................................................ii 1. 1.1 1.2 2. Introduction .......................................................................................................................
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Chapter 2 Literature Review Since the Balanced Scorecard was developed in the 1990’s by Robert Kaplan and David Norton (1992)‚ it has gained in popularity amongst academics and practitioners. In 1990‚ Kaplan and Norton led a research study of a lot of companies with the purpose of exploring the new methods of performance management. The importance of the study was an increasing belief that the financial measures of performance management were not as effective as before with the development of modern
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08-081 Testing Strategy with Multiple Performance Measures Evidence from a Balanced Scorecard at Store24 Dennis Campbell Srikant M. Datar Susan L. Kulp V.G. Narayanan Copyright © 2008 by Dennis Campbell‚ Srikant M. Datar‚ Susan L. Kulp‚ and V.G. Narayanan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the
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Strategic Plan Part III Balanced Scorecard Before opening its doors‚ a company must employ researchers and marketers to create new ideas or products that will make his or her company stand out above competitors and get the attention of consumers. Management will come up with a strategic plan on the direction of the company‚ which will include a balanced scorecard. According to Pearce and Robinson‚ (2009) "The balanced scorecard is a set of measures that are directly linked to the company ’s strategy
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Strategic Plan‚ Part III: Balanced Scorecard Courtney Bullard BUS/475 – Integrated Business Topics December 9‚ 2012 Fredric Hibbler A Balanced Scorecard is‚ “A set of four measures directly linked to a company’s strategy: financial performance‚ customer knowledge‚ internal business processes‚ and learning and growth” (Pearce & Robinson‚ 2009‚ p. 202). Healthy Place needs to develop a balanced scorecard in order to assist in defining the company’s mission‚ values‚ vision‚ and SWOTT
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Barriers to the Successful Implementation of the Balanced Scorecard - the Case of Plava Laguna J.S.C. CONTENTS CHAPTER 1: INTRODUCTION .............................................................................. 1 1.1. 1.2. 1.3. 1.4. Background and motivation for the study...................................................... 1 Problem statement ....................................................................................... 2 Research purpose .............................
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Management Accounting‚ 6e (Atkinson et al.) Chapter 2 The Balanced Scorecard and Strategy Map Objective 1 1) Database and information systems are physical assets which create distinctive value for companies. Answer: FALSE Explanation: Database and information systems are intangible assets Diff: 1 Terms: database and information systems Objective: 1 AACSB: Reflective thinking 2) The roles of performance measurement systems in organizations include all of the following EXCEPT: A)
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BALANCED SCORECARD The Balanced Scorecard is a measure of the key elements of a company’s strategy‚ ranging from continuous improvement and partnerships‚ to team work and innovation. Organisations design their unique balanced scorecard based upon their unique constraints. A company’s performance depends on how it measures its performance. Managers cannot afford to rely on either financial or operational measures exclusively. No single measure provides a clear performance target
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