 BALANCED SCORECARD AND THE MANAGEMENT INTRUMENTS COMPLEMENTARITYThe Annals of the "Stefan cel Mare" University of Suceava. Fascicle of The Faculty of Economics and Public Administration, 2009, vol. 9, issue 2(10), 119-124 Abstract: The Balanced Scorecard (BSC) presents the quantitative goals selected from multiple perspectives for implementing the organizational strategy and vision. This article considers how Total Quality Management, Activity Based Management (ABM), Customer Value Analysis, EVA and Budgets approaches may complement a balanced scorecard effort. It briefly outlines how this tools are defined, considers their strengths and weaknesses. The paper concludes that when other tools used in conjunction with BSC approach, the resulting hybrid tool can be a powerful basis for encouraging organizational change and performance improvement. Keywords: strategic management; Balanced Scorecard; performance; Activity Based Management; Total Quality Management; Economic Value Added (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:scm:ausvfe:v:9:y:2009:i:2(10):p:119-124 Access Statistics for this article The Annals of the "Stefan cel Mare" University of Suceava. Fascicle of The Faculty of Economics and Public Administration is currently edited by Editura Universitatii Stefan cel Mare din Suceava More articles in The Annals of the "Stefan cel Mare" University of Suceava. Fascicle of The Faculty of Economics and Public Administration from "Stefan cel Mare" University of Suceava, Romania, Faculty of Economics and Public Administration Contact information at EDIRC. |
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