Balanced scorecard perspective

Ebook "Business intelligence techniques: A perspective from accounting and finance" is a compilation of chapters written by experts in the various areas. While these chapters stand of their own, taken together they provide a comprehensive overview of how to exploit accounting data in the business environment.

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Ebook Knowledge management: Classic and contemporary works – Part 2 presents the following content: Chapter 9 Tacit Knowledge, Unarticulated Needs, and Empathic Design in New Product Development; Chapter 10 Enabling Complex Adaptive Processes through Knowledge Management; Chapter 11 Knowledge Sharing Shifts the Power Paradigm; Chapter 12 From Capitalizing on Company Knowledge to Knowledge Management; Chapter 13 Evolution through Knowledge Management: A Case Study; Chapter 14 Classic Work: The Balanced Scorecard: Learning and Growth Perspective; Chapter 15 Measuring Intangibles and Intellect...

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The primary objective of the research is to develop a balanced scorecard framework for construction contractors and measu re performance of contractors using that framework. The results of the questionnaire survey carried out and follow-up interviews conducted among 34 senior managers in Melbourne revealed that the above performance measurement framework is appropriate to use in a contracting organisation. The respondents perceive that the process management perspective measurement is more desirable than others.

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This paper analyzes various perspectives in missions, visions and performance assessment criteria of Vietnamese VTE institutions and compares them with four perspectives of a performance management model using Balanced Scorecard (BSC). Using the data obtained from a survey on vocational institutions within a ministerial-level project conducted by the authors in 2017, the paper investigates the adoption level of this new management model and finds out that chief executive approval and information technology (IT) support are the most influential factors.

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In Vietnam, the study and application of performance measurement (PM) of construction project is still in the initial stage especially for small and medium-sized enterprises (SMEs). These enterprises have adopted traditional PM that focuses solely on financial performance measures (PMs). Whereas, financial PMs are no longer adequate to evaluate organisations’ performance in today’s rapid changing business environment.

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Recognizing this importance, the study collected 256 observations of small and medium-sized enterprises and tested through the SEM model the relationship of leadership capacity to corporate performance. Viewpoint of balanced scorecards at small and medium enterprises in Danang City.

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Chapter 2 - Business processes and accounting information. In this chapter you will learn: Explain the management cycle and the four basic business processes, describe the balanced scorecard approach and its four perspectives, discuss what internal controls are and why they are important, perform a two-column bank reconciliation.

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The proposed study uses a five-stage Supply-Chain Operations Reference (SCOR) technique to measure the relative efficiencies of 40 distribution oil companies. The study designs a questionnaire based on four balanced scorecard perspectives and distributes it among various experts who were familiar with supply chain issues.

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Setting up key performance indicator (KPI) applying Balanced scorecard method (BSC) to measure an enterprise‟ business strategic objectives is one of an important management tools helping enterprise to analyze, monitor and measure strategy targets so that its resources are allocated efficiently. The first part of the paper presents a brief summary of the methodology for establishing a key performance indicators for measuring strategic objectives using balanced scorecard method.

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Companies are increasingly attempting to replace or expound product-orientated strategies by customerorientated strategies. For this reason, the quantification of customer relations within the scope of the balanced scorecard is increasingly achieving significance as an implementation instrument for strategies and as a supplement to classic product profitability analysis.

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Today, within the era of globalisation, the recognition and evaluation of intangible assets according to IAS/IFRS or rather of human capital is on the agenda, at least since January 1st, 2005. Nevertheless, human resource accounting is a rather young research area, which still has to prove itself. In practice this is considered as a challenge. Business teams in companies are beginning to face this finance - and capital market-oriented as well as personnel management task.

17p tuanloc_do 04-12-2012 61 9   Download