Using the balanced scorecard as a strategic management system

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<rdf:Description>
<dc:creator>Kaplan, Robert S.</dc:creator>
<dc:creator>Norton, David P.</dc:creator>
<dc:date>1996-01-01</dc:date>
<dc:description xml:lang="es">Sumario: As companies around the world transform themselves for competitition that is based on information, their ability to exploit intangible assets has became far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, the authors introduced a concept they called the "balanced scorecard". The balanced scorecard supplemented traditional financial measures with criteria that measured performance from three additional perspectives - those of customers, internal business processes, and learning and growth. It therefore enabled companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn't a replacement for financial measures; it was their complement</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/49692.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Management estratégico</dc:subject>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Planificación estratégica</dc:subject>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Cuadro de Mando Integral</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Using the balanced scorecard as a strategic management system</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - nº 1, January-February 1996 ; p. 75-85</dc:relation>
</rdf:Description>
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