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How to transition from assessing performance to enhancing performance with balanced scorecard goal action plans
Author(s) -
Albright Thomas L.,
Burgess Christopher M.,
Hibbets Aleecia R.,
Roberts Michael L.
Publication year - 2010
Publication title -
journal of corporate accounting and finance
Language(s) - English
Resource type - Journals
eISSN - 1097-0053
pISSN - 1044-8136
DOI - 10.1002/jcaf.20629
Subject(s) - balanced scorecard , process management , action (physics) , performance measurement , process (computing) , goal setting , performance indicator , strategy map , business , strategic planning , computer science , knowledge management , management , marketing , economics , physics , quantum mechanics , operating system
The balanced scorecard (BSC) has achieved widespread acceptance as a strategic performance measurement tool. This article builds on the BSC process by showing how goal action plans can be used to help organizations translate strategic goals into actionable employee behavior to improve bottom‐line performance. © 2010 Wiley Periodicals, Inc.