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Yıl 2017, Cilt 3, Sayı 8, 602 - 606, 31.08.2017
https://doi.org/10.18769/ijasos.337155

Öz

Kaynakça

  • 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

Yıl 2017, Cilt 3, Sayı 8, 602 - 606, 31.08.2017
https://doi.org/10.18769/ijasos.337155

Öz

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. 

Kaynakça

  • 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.

Ayrıntılar

Bölüm Makaleler
Yazarlar

Venelin TERZİEV
Bulgaria


Marin GEORGİEV Bu kişi benim
Bulgaria

Yayımlanma Tarihi 31 Ağustos 2017
Başvuru Tarihi 7 Eylül 2017
Kabul Tarihi 19 Temmuz 2017
Yayınlandığı Sayı Yıl 2017, Cilt 3, Sayı 8

Kaynak Göster

EndNote %0 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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