r kaplan the balanced scorecard

... Trang 1Beyond the Balanced Scorecard:Refining the Search for Organizational Success Measures Trang 2BỐ CỤCA Nội dung I Lý do chọn đề tài II Mục ... khái niệm cơ bản:  Balanced Scorecard  Success Dimensions 2 Giới thiệu tổng quan tình hình nghiên cứu Trang 6I Tóm tắt nghiên cứu1. Các khái niệm cơ bản: .Balanced Scorecard : là các đo lường ... chức « …competition for the future will be to create and dominate emerging opportunities » « … lợi thế cạnh tranh cho tương lai là một quá trình sáng tạo và chiếm lĩnh thị trường mới »

Ngày tải lên: 22/06/2015, 22:02

... [4] R.S Kaplan and D.P Norton, The balanced scorecard – Mea-sures that drive performance, Harvard Business Review (Janu-ary/February) (1992), 71–79. [5] M Christopher, How the right measure ... introducing the steps and data of the balanced scorecard of Company P, this study expects to provide other enterprises, especially the rubber industry, with an important reference for use in their future ... and other performance Christopher [5] empha-sized that traditional performance evaluation cannot help teams understand their operations and capacities, or improve their performance These result

Ngày tải lên: 10/08/2015, 15:31

... SCORECARD COLLABORATIVE Trang 2©2002 Balanced Scorecard Collaborative, Inc and Robert S Kaplan All rights reserved. The Balanced Scorecard: A Good Idea in 1992 “The Balanced Scorecard – Measures ... that Drive Performance” Harvard Business Review, 1992 Balanced Scorecard in 1992 Trang 3The Balanced Scorecard:A Great Idea by 2002 Balanced Scorecard by 2002 50% usage in Fortune 500 Harvard Business ... my organization learn and improve?” Organization Learning #1 Trang 10©2002 Balanced Scorecard Collaborative, Inc and Robert S Kaplan All rights reserved. The Complete Balanced Scorecard Strategy

Ngày tải lên: 30/10/2015, 14:40

... integrate their strategic planning and budgeting processes and therefore helps to ensure that their budgets sup-port their strategies Scorecard users select mea-sures of progress from all four scorecard ... assessment of their performance on measures drawn from the customer, internal-business-process, and learning-and-growth perspectives of the bal-anced scorecard That the balanced scorecard has a role to ... com-municated upward in the organization—to Trang 7Using the Balanced Scorecard as a Strategic Management Systemcorporate headquarters and to the corporate board of directors With the scorecard, busi-ness

Ngày tải lên: 01/11/2018, 16:58

... Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the ... 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright ... Trang 1Business Process Management and the Balanced ScorecardUsing Processes as Strategic Drivers Ralph F Smith Trang 3Business Process Management and the Balanced ScorecardTrang 5Business Process

Ngày tải lên: 03/01/2020, 13:28

... measures that are the drivers of future financial performance They further add that the balanced scorecard measures differ from those traditionally used by companies given they are grounded in the ... organizational participants While retaining via the financial perspective, an interest in short-term performance, the balanced scorecard clearly reveals the value drivers for superior long term ... financial measures of past performance with measures of the drivers of future performance The objectives and measures of the scorecard are derived from an organisations vision and strategy The objectives

Ngày tải lên: 16/01/2020, 17:32

... January-February, 1996), there are four barriers leading to the effective implementation of the company's strategies, particularly: Trang 20First, the vision barrier and the strategy can not be transformed ... on the work nature and their responsibility for the strategic objectives The minimum incentive rate is 20% For managers or departments that are primarily responsible for strategic objectives, the ... consider and determine where their organizations would like to go and when they will achieve their desired results Therefore, if enterprises cannot turn their vision and strategies into understandable

Ngày tải lên: 26/08/2020, 17:06

... contributed to strengthening the theoretical framework for the widespread application of BSC model for enterprises in This study addresses the limitations of prior research on the Balanced Scorecard (BSC) ... miraculous solution, it offers a structured roadmap for organizations to transition from their current state to their desired future, equipping teams with the necessary tools for success.The Balanced ... factors negatively impact the Balanced Scorecard (BSC) approach: centralization and systematization, while four other factors contribute positively These findings pave the way for further research

Ngày tải lên: 27/06/2022, 08:55

... for designing the balanced scorecard (Kaplan and Norton, 1993) It serves to test the assumptions behind the configuration of the balanced scorecard and ensure the resulting scorecard reports ... further the scorecard research agenda Keywords Balanced scorecard, multidisciplinary university institute, performance measurement system Paper type Research paper Trang 2Multidisciplinary research ... a series of governance and reporting arrangements There is a quarterly operations board that includes representatives from both the Institute and the industrial partner, and there is a strategic

Ngày tải lên: 18/10/2022, 22:34

... evaluating the work performance of employees The balanced scorecard development process gives TTT Corporation a new roadmap to reach the vision of the enterprise, reorienting the entire enterprise from ... and understand the company's strategies; (2) the resource barrier that 60% organizations do not connect their budget to the corporate strategies; (3) The managerial barrier that nearly 85% executives ... when they will achieve their desired results Therefore, if enterprises cannot turn their vision and strategies into understandable criteria that can be transformed into actions, their organization

Ngày tải lên: 05/12/2022, 10:06

... know and understand the company's strategies; (2) the resource barrier that 60% organizations do not connect their budget to the corporate strategies; (3) The managerial barrier that nearly 85% executives ... when they will achieve their desired results Therefore, if enterprises cannot turn their vision and strategies into understandable criteria that can be transformed into actions, their organization ... work nature and their responsibility for the strategic objectives The minimum incentive rate is 20% For managers or departments that are primarily responsible for strategic objectives, the variable

Ngày tải lên: 17/12/2023, 01:49

... as the leading container port operator in Vietnam with an import-export container market share of over 90% in the southern region and nearly 50% of the country's market share Not only are the ... Logistics system covering six different areas: Air cargo port, Cargo distribution center, Oversized and super heavy cargo transport, Sea-water transport, Refrigerated cargo logistics, and Automobile ... enterprises participating in the logistics transport sector is worrying According to data recorded in 2023, 89% are domestic enterprises However, Vietnamese enterprises only account for 30% of the

Ngày tải lên: 29/08/2024, 12:55

... which the market share for antibiotics, which ranks first among pharmaceutical groups in terms of turnover, represents around 48.5% of all import sales The primary import markets are from the following ... differentiated from other medical products but they focus on the quality of their product and selling price The sales product of Traphaco is medium or low level or especially lower than other firms’ products ... conservation of natural medicinal resources This business strategy helps Traphaco win the hearts of consumers The use of natural resources helps the brand proactively find raw materials, adjust prices

Ngày tải lên: 30/08/2024, 15:38

... monitor financial performance and track the development of capabilities and intangible assets necessary for future growth (Kaplan & Norton, 2011) The Balanced Scorecard serves three primary functions: ... There are four main types of measurement indicators: Key Result Indicators (KRI), Result Indicators (Rl), Performance Indicators (Pl), and Key Performance Indicators Key Risk Indicators (KRIs) ... to the improvement of the company’s financial results The author integrates Key Performance Objectives (KPOs) into a Strategy Map, aligning them with the four perspectives of the Balanced Scorecard

Ngày tải lên: 13/01/2025, 14:04

... hiệu suất” Harvard Business Review (01-2/1992) 3 Robert s Kaplan và David p Norton, “Thẻ điểm cân bằng”, (Boston: Havard Business School Press, 1996) 4 Michael Treacy và Fred Wiresema, “Công ... mới này là Thẻ điểm cân bằng (Balanced Scorecard - BSC) và sau đó đã tổng kết chính khái niệm này trong phần đầu của loạt bài viết trên tạp chí Harvard Business Review’ “Thẻ điểm cân bằng - Những ... The Balanced Scorecard 2 Kể từ đó, BSC đã được hơn một nửa tổ chức trong danh sách Fortune 1000 ứng dụng Trang 8Phong trào tiếp tục lan nhanh khi các tổ chức thuộc mọi quy mô (lớn, nhỏ hay trung

Ngày tải lên: 02/07/2020, 18:57

... BẰNG 7 1.1 KHÁI NIỆM BALANCED SCORECARD 7 1.2 VAI TRÒ CỦA BALANCED SCORECARD 8 1.2.1 Phương diện tài chính (Financial Perspective) 9 1.2.2 Phương diện khách hàng (Customer Perspective) 10 1.2.3 ... Trang 1TRƯỜNG ĐẠI HỌC NHA TRANG Trang 2TRƯỜNG ĐẠI HỌC NHA TRANG Trang 3LỜI CẢM ƠN Tôi xin chân thành cảm ơn Ban giám hiệu, Quý thầy cô trường Đại học Nha Trang cùng toàn thể ... qui trình hoạt động nội bộ và học hỏi Scorecard-và phát triển để đo lường thành quả hoạt động của tổ chức Với hiệu quả rõ rệt, BSC đã xuất hiện gần 100 quốc gia trên toàn thế giới chỉ trong vòng

Ngày tải lên: 06/03/2015, 10:36

... the financial aspects , customer, internal processes , training & development The main results of the thesis research foundation for the further research directions to improve , to further ... “The Balanced Scorecard- Measures that Drive Performance” (Thẻ cân đối điểm- biện pháp điều khiển sự thực hiện) trong Harvard Business Review năm 1992 và sau đó là cuốn sách “ The Balanced Scorecard: ... business performance in Techcombank Vo Van Ngan on 4 perspectives: Financial , Customer, Training & Development , internal process With the Balanced Scorecard study to evaluate business performance

Ngày tải lên: 30/07/2015, 21:28

... n m 1990, Giáo s Robert S Kaplan thu c tr ng Kinh doanh Harvard và Ti n s David P.Nortonđ̃ phát tri n Mô hình đo l ng hi u qu ho t đ ng c a công ty – Balanced Scorecard (BSC) Trong đó, BSC đ̃ ... 1.3: Mô hình chu i giá tr Ngu n: Kaplan & Norton, 1996, The Balanced Scorcard, d ch t ti ng Anh, ng i d ch: Lê ình Chi và Tr nh Thanh Th y, 2011, NXB Tr , trang 141 Trang 21k t qu khách hàng ... nh ng th c đo quan tr ng Ngu n: Kaplan & Norton, 1996, The Balanced Scorcard, d ch t ti ng Anh, ng i d ch: Lê ình Chi và Tr nh Thanh Th y, 2011, NXB Tr , trang 103 Trang 26Th ph n Ph n

Ngày tải lên: 07/08/2015, 12:34

... CÂN B NG (BALANCED SCORECARD) 7 1.1 S ăl c l ch s raăđ i c a Balanced Scorecard-BSC: 7 1.2 Khái ni m Balanced Scorecard-BSC: 8 1.3 S c n thi t ph i s d ngăBalancedăScorecardătrongăđánhăgiáăthƠnhăqu ... 2013 theo trình đ , gi i tính và đ tu i 47 Trang 10DANH M C CH VI T T T BSC: (Balanced Scorecard): Th đi m cân b ng MCE: (Manufacturing Cycle Efficiency): Hi u qu c a quy trình ROA:(Return on ... i trên t ng tài s n ROE: (Return on Equity): T su t sinh l i trên v n ch s h u ROCE:(Return on Capital Employed): ch s thu nh p trên v n s d ng SWOT: (Strengths-Weaknesses-Opportunities-Threat):

Ngày tải lên: 07/08/2015, 15:03

... or the financial services industry, where reporting structures are required for regulatory requirement compliance, it may be necessary to add a supplementary reporting structure In other circumstances, ... new reporting structure that addresses the balanced scorecard themes and priorities may simply replace the existing performance reporting structure 2.1.2 Align the organisation to the strategy Kaplan ... Metrics Manager www.cognos.com Corporater Corporater Balanced Scorecard www.corporater.com CorVu CorStrategy/CorManage www.corvu.com EFM Software BV Bizzscore www.efmsoftware.com Ergometrics Ergometrics...

Ngày tải lên: 09/02/2014, 21:12