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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AMERICAN INTERNATIONAL UNIVERSITY – BANGLADESH Faculty of Business Administration Department of Accounting BBA Program COURSE OUTLINE Term: Summer 2012 – 2013 I. Course Code and Title : BBA – 2210: Managerial Accounting II. Credit : 3 credit hours III. Course Description: This course introduces management accounting as an interactive discipline among the young learners and covers a wide range of issues leading to managerial decision making such as: Definition and features of managerial accounting;
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The Johnson & Johnson Tylenol Incident In 1982 Johnson and Johnson‚ the pharmaceutical company that makes Tylenol announced a nationwide recall of Tylenol; 31 million bottles and a loss of 100 million dollars. This recall was secondary to the death of seven people in the Chicago area after using Tylenol. An investigation reveled the poisoning were found to be that of an outside source. The Tylenol was contaminated with cyanide from an outside source. Johnson and Johnson ’s response to the poisonings
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I – Importance of the Balanced Scorecard The Kaplan and Norton article builds upon the concept of Balanced Scorecard as introduced by Kaplan and Atkinson. The core concept highlighted by both articles is the elemental role of the Balanced Scorecard in the information age. Pure financial measures of performance may have been adequate in the industrial era where central to the organizational identity were easily measurable tangible assets such as plant and machinery. However‚ in the information age
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WorldCom Critical Thinking Case Study Not only did WorldCom’s organizational culture contributed to the accounting breaches‚ in my opinion it was the catalyst to its ultimate demise in July 2002. Richard Thornburgh stated that “WorldCom could not have failed as a result of the actions of a limited number of individuals. Rather‚ there was a broad breakdown of the system of internal controls‚ corporate governance and individual responsibility‚ all of which worked together to create a culture in
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References: Atkinson‚ M. (2005): ‘Managing resistance to change’‚ Philip Management Services‚ Mar 01‚ 2005; Vol. 49‚ No. 1‚ p. 14-19. Brown‚ D. R.‚ & Harvey‚ D. F. (2006): An Experiential Approach to Organization Development. Pearson Prentice Hall Press. Dettmer‚ H. W. (2007): ‘ Doing the Right Things vs. Doing the Things Right’ :The Logical Thinking Process: A Systems Approach
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Publishing. 5. Drury‚ C. (2004)‚ Management and Cost Accounting‚ 6th Edition‚ Thomson Publishing. 6. Hilton‚ R.W (2005)‚ Managerial Accounting: Creating Value in Dynamic Business Environment‚ 7th Edition‚ McGraw Hill. 7. Kaplan and Atkinson (1998)‚ Advanced Management Accounting‚ Prentice-Hall. PLAGIARISM: The Faculty regards plagiarism as a very serious matter and takes action under the appropriate disciplinary regulations against students who are involved in cases of plagiarism. Students are expected to
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References: Atkinson‚ Anthony‚ Robert S. Kaplan‚ S. Mark Young. Management Accounting : Pearson Prentice Hall‚ 2004. Balance Sheet‚Yum! Brands. (n.d.). Retrieved August 26‚ 2010‚ from http://www.yum.com/investors/balance_sheet.asp China‚ Yum! Brands. (n.d.). Retrieved August 26‚ 2010‚ from http://www.yum.com/company/china
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objectives‚ or results‚ at the expense of secondary objectives‚ or the determinants of organizational performance. Current strategic management literature suggests that there should be a strong linkage between strategic plans and performance measures. Kaplan and Norton’s (1992) balanced scorecard and Fitzgerald et al.’s (1991) results and determinants framework can provide this linkage. This paper reports on research into performance management systems in local government using the four dimensions of
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pp. 147–160 COMMENTARY Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II Robert S. Kaplan and David P. Norton Robert S. Kaplan is a Professor at Harvard University and David P. Norton is founder and president of the Balanced Scorecard Collaborative in Lincoln‚ Massachusetts. In a previous paper (Kaplan and Norton 2001b)‚ we described the role for strategy maps and Balanced Scorecards to develop performance objectives and measures linked
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