Measuring Business Performances: The Balanced Scorecard Model
Stefano Biazzo () and
Patrizia Garengo ()
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Stefano Biazzo: University of Padua
Patrizia Garengo: University of Padua
Chapter Chapter 1 in Performance Measurement with the Balanced Scorecard, 2012, pp 1-22 from Springer
Abstract:
Abstract In this chapter performance measurement system is described as a balanced and strategic system that is able to support the decision-making process by gathering, elaborating and analysing critical information. The search for balance of the measurement system is a way to support and make explicit the need for abandoning the model of opportunistic search for profit, in favour of a circular and holistic vision of the concept of entrepreneurial success. The looking for strategic alignment underlines the need to create a system focusing on a limited number of critical phenomena that lead an enterprise to finding a specific position in the industry and to taking advantage of specific internal resources and competencies. The design of a strategic and balanced dashboard may be based upon various reference models; in this chapter, we focus out attention on the Balanced Scorecard as it is the most diffused, easy to understand and renowned model at the international level.
Keywords: Performance dashboard; Strategic alignment; Critical success factors; Strategy maps; Value proposition; Performance pyramid (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:spr:spbrcp:978-3-642-24761-3_1
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DOI: 10.1007/978-3-642-24761-3_1
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