Performance measurement with the balanced scorecard : a practical approach to implementation within SMEs
著者
書誌事項
Performance measurement with the balanced scorecard : a practical approach to implementation within SMEs
（SpringerBriefs in business）
Springer, c2012
- : pbk
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注記
Includes bibliographical references
内容説明・目次
内容説明
Do we really know the critical phenomena that are linked to how enterprises function and the dynamics of their relationships with customers, suppliers and competitors? Are their decision-making processes founded upon a set of performance measurements that were accurately designed and systematically elaborated? The above questions are the focus of this book, as is the following premise: enterprises need a system to measure their critical performances so they can be managed effectively; metaphorically speaking, enterprises need a "management dashboard" to serve as a navigational aid. A dashboard to show - with as few distortions as possible - the pattern of key variables that characterizes the specific formula enterprises use to face their competitive and social environment.
目次
Preface.............................................................................................................. 3 Chapter 1 Measuring business performances The Balanced Scorecard model..................................................5 1.1 A dashboard for enterprise management. 3 1.2 Looking for balance. 3 1.3 Looking for strategic alignment. 3 1.4 The Balanced Scorecard as a reference model 3 1.5 Using BSC: the pyramid analysis of performances. 3 Chapter 2 The Balanced Scorecard for SMEs: a circular approach ....21 2.1 Implementing the BSC: traditional approaches ....................................... 21 2.2 A circular approach to the BSC.................................................................... 23 2.3 Unveiling what is regularly under control........................................... ......25 2.4 Designing the performance measurement and management system................................................................................................................................. ...28 Chapter 3 Corporate strategy and the Balanced Scorecard .................33 3.1 Processes leading to corporate strategy..................................................33 3.2 BSC, learning loops and strategy review loops .......................................37 3.3 BSC, strategic control and entrepreneurship ..........................................39 Chapter 4 Models for measuring performances ...................................42 4.1 Measuring performances in SMEs ..........................................................42 4.2 Performance measurement and contingent factors................................43 4.3 Characteristics of the main peformance measurement models.............44 4.4 Models for measuring performances: a comparison.. ...............................50 Chapter 5 Empirical evidence: implementing the BSC in SMEs ............60 5.1 The Valbona case: implicit dashboard and BSC design .............................61 5.2 The Home Cucine case: the BSC as pivot of the management system.......74 5.3 The Uniflair case: UNIBOARD and the indicator dictionary.......................91 Bibliography.................................................................................................104
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