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Year 2017, Volume 3, Issue 8, 602 - 606, 31.08.2017
https://doi.org/10.18769/ijasos.337155

Abstract

References

  • Becker, B., Huselid, A., & Ulrich, D. (2001). The HR-scorecard: linking people, strategy and performance, HBR Press, Boston. Edvinsson, L., & Malone, M.S. (1997). Intellectual Capital: Realizing Your Company's True Value by Finding Its Hidden Brainpower. Jensen, M. (2001). Value maximization, stakeholder theory, and the corporate objective function, Journal of applied corporate finance. Kaplan, R., & Norton, D. (1996). The BS: Translating Strategy into Action. Harvard College. Neely, A. (1998). Measuring Business Performance, 1998. Olve, N.-G., Roy J., & Wetter, M. (1999). Performance drivers: a practical guide to using the balanced scorecard, New York: J. Wiley. Stoyanov, E. (2006). Alternatives in strategic control and sustainable development. Management and sustainable development 1-2, 356-359. Stoyanov, E. (2006). Problems in design and use of the Balanced scorecard as an instrument of control. Jubileee scientific conference “30 years Department of Financial control at the University of national and world economy”. Stoyanov, E. (2007). Characteristics of the Bulgarian issues in work on the Balanced scorecards as an instrument of control. Management and sustainable development 1-2, 271-273. Stoyanov, E. (2009). Systems of management control. Libra scorp, Burgas. Stoyanov, E. (2016). Opportunities of modern understandings on human capital. Journal of Economic Development, Environment and People 5-4, 52-57.

HIGHLIGHTS ON THE EVOLUTION OF THE BALANCED SCORECARD AS A MODEL FOR MANAGING STRATEGY DEVELOPMENT AND CONTROL

Year 2017, Volume 3, Issue 8, 602 - 606, 31.08.2017
https://doi.org/10.18769/ijasos.337155

Abstract

This article explores the development of the concept of the balanced scorecard in various conditions. Observing the process of perfecting the idea provides information about the way this concept adapts both to specific organizational needs and industrial specificities. Exactly for this reason, as a focal point of the article could be identified the functional development of the balanced scorecard and its transformation from a model of analysis and assessment to one which could be applied to expressed organization and corporate strategies. 

References

  • Becker, B., Huselid, A., & Ulrich, D. (2001). The HR-scorecard: linking people, strategy and performance, HBR Press, Boston. Edvinsson, L., & Malone, M.S. (1997). Intellectual Capital: Realizing Your Company's True Value by Finding Its Hidden Brainpower. Jensen, M. (2001). Value maximization, stakeholder theory, and the corporate objective function, Journal of applied corporate finance. Kaplan, R., & Norton, D. (1996). The BS: Translating Strategy into Action. Harvard College. Neely, A. (1998). Measuring Business Performance, 1998. Olve, N.-G., Roy J., & Wetter, M. (1999). Performance drivers: a practical guide to using the balanced scorecard, New York: J. Wiley. Stoyanov, E. (2006). Alternatives in strategic control and sustainable development. Management and sustainable development 1-2, 356-359. Stoyanov, E. (2006). Problems in design and use of the Balanced scorecard as an instrument of control. Jubileee scientific conference “30 years Department of Financial control at the University of national and world economy”. Stoyanov, E. (2007). Characteristics of the Bulgarian issues in work on the Balanced scorecards as an instrument of control. Management and sustainable development 1-2, 271-273. Stoyanov, E. (2009). Systems of management control. Libra scorp, Burgas. Stoyanov, E. (2016). Opportunities of modern understandings on human capital. Journal of Economic Development, Environment and People 5-4, 52-57.

Details

Journal Section Articles
Authors

Venelin TERZİEV
Bulgaria


Marin GEORGİEV This is me
Bulgaria

Publication Date August 31, 2017
Application Date September 7, 2017
Acceptance Date July 19, 2017
Published in Issue Year 2017, Volume 3, Issue 8

Cite

EndNote %0 IJASOS- International E-journal of Advances in Social Sciences HIGHLIGHTS ON THE EVOLUTION OF THE BALANCED SCORECARD AS A MODEL FOR MANAGING STRATEGY DEVELOPMENT AND CONTROL %A Venelin Terziev , Marin Georgiev %T HIGHLIGHTS ON THE EVOLUTION OF THE BALANCED SCORECARD AS A MODEL FOR MANAGING STRATEGY DEVELOPMENT AND CONTROL %D 2017 %J IJASOS- International E-journal of Advances in Social Sciences %P 2411-183X-2411-183X %V 3 %N 8 %R doi: 10.18769/ijasos.337155 %U 10.18769/ijasos.337155

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