BALANCED SCORECARD ve STRATEJİK ODAKLI KURUM

Year 2001, Volume: 4 Issue: 16, 127 - 132, 13.01.2001

Metin Sağmanlı Çağla Ersen

https://doi.org/10.14783/maruoneri.728085

Cited By: 1

Abstract

The single most important skill in any business is the ability to translate the strategy into action. For this purpose the Balanced Scorecard was developed. It servers as the agenda and vehicle in the strategic management process. This strategy-centred management process includes communication of the strategy, alignment of the organization, the execution of strategy and strategic feedback process. The concept of the Balanced Scorecard enables managers and company leaders to implement a successful performance measurement plan which incorporates both financial and operational concerns. It gives managers a fast, comprehensive view of the business, allowing them to focus on critical areas and drive the organization's strategy forward.

Keywords

BALANCED SCORECARD, SCORECARD, STRATEJİK ODAKLI KURUM, STRATEJİK ODAK

References

• [1] Wunder,T.; Baur,M., „Die Balanced Scorecard Untemehmensweit Einfiihren“, Controlling, Heft: 1, Ocak 2000, ss.549-557
• [2] Kaplan, S.,R.; Norton, D.,P., Balanced Scorecard, Çev.: Serra Egeli, Sistem Yayıncılık, 1999.
• [3] Porter, M. E., „Nur Strategie Sichert auf Dauer Hohe Ertrage“, Harvard Business Manager, 19 Jg.), Heft: 3, 1997, ss.42-58.
• [4] Horvath, P., “Wissenmanagement Steuem: Die Balanced Scorecard als Innovatives Controllinginstrument", www. innovation- aktuell.com.
• [5] Berens, W.; Karlowitch, M.; Mertes, M., “Die Balanced Scorecard als Controllinginstrument in Non-Profıt Organisationen”, Controlling, Heft: 1, Januar 2000, ss.23-27.
• [6] Norton, D.,P.; Kappler, F., “Balanced Scorecard Best Practies, Trends and Research Implications”, Controlling, Heft: 1, Ocak 2000, ss.15-22.
• [7] Kaplan, S.,R., “Balanced Scorecard ile Strateji Odaklı Kurumu Yaratmak”, Konferans; Ceylan İntercontinental, İstanbul, 9 Kasım 2000.
• [8] Horstmann,W., “Der Balanced Scorecard Ansatz”, Controlling, Heft: 4/5, Mayıs 1999, ss. 193-201.
• [9] Simons, R., Levers of Control: How Managers use Innovative Control Systems to Derive Strategie Renewal, Boston, 1995.
• [10] Wöhe, G., Einführung in die Allgemeine BWL, 19. Auflage, Saarbrücken, 1996. 11
• [11] Horvath, P., Controlling, 14. Auflage, Stuttgart, 1991.
• [12] --------, www.phil.uni-erlangen.de.
• [13] --------, www.ti.informatik.uni-tuebingen.de.
• [14] Fink, C. A.; Grundler, C., "Strategieimplemen- tierung im turbulenten Umfeld“, Controlling, 10. Jg., Heft: 4, 1998, ss.226-235.