Performance Measurement with the Balanced Scorecard [electronic resource] : A Practical Approach to Implementation within SMEs /
Biazzo, Stefano.author.(orcid)0000-0003-3373-2964https://orcid.org/0000-0003-3373-2964aut
Garengo, Patrizia.author.
Do we really know the critical phenomena that are linked to how enterprises function and the dynamics of their relationships with customers, suppliers and competitors? Are their decision-making processes founded upon a set of performance measurements that were accurately designed and systematically elaborated? The above questions are the focus of this book, as is the following premise: enterprises need a system to measure their critical performances so they can be managed effectively; metaphorically speaking, enterprises need a “management dashboard” to serve as a navigational aid. A dashboard to show – with as few distortions as possible – the pattern of key variables that characterizes the specific formula enterprises use to face their competitive and social environment.
Description based upon print version of record.
""Performance Measurement with the Balanced Scorecard: A Practical Approach to Implementation within SMEs ""; ""Foreword for Balanced Scorecards for SMEs""; ""Preface""; ""Contents""; ""Chapter 1: Measuring Business Performances: The Balanced Scorecard Model""; ""1.1 A Dashboard for Enterprise Management""; ""1.2 Looking for Balance""; ""1.3 Looking for Strategic Alignment""; ""1.4 The Balanced Scorecard as a Reference Model""; ""1.5 Using BSCs: The Performance Pyramid""; ""References""; ""Chapter 2: The Balanced Scorecard for SMEs: A Circular Approach""
""2.1 Implementing the Balanced Scorecard: Traditional Approaches""""2.2 A Circular Approach to the BSC""; ""2.3 Unveiling what is regularly under control""; ""2.4 Designing the Performance Measurement and Management System""; ""References""; ""Chapter 3: Corporate Strategy and the Balanced Scorecard""; ""3.1 Processes leading to Corporate Strategy""; ""3.2 BSC, Learning Loops and Strategy Review Loops""; ""3.3 BSC, Strategic Control and Entrepreneurship""; ""References""; ""Chapter 4: Models for Measuring Performances""; ""4.1 Measuring Performances in SMEs""
""4.2 Performance Measurement and Contingent Factors""""4.3 Characteristics of the Main Performance Measurement Models""; ""4.3.1 Strategy Alignment""; ""4.3.2 Strategy Development""; ""4.3.3 Focus on Stakeholders""; ""4.3.4 Balance""; ""4.3.5 Dynamic Adaptability""; ""4.3.6 Process Orientation""; ""4.3.7 Depth and Breadth""; ""4.3.8 Causal Relationships""; ""4.3.9 Clarity and Simplicity""; ""4.4 Models for Measuring Performances: A Comparison""; ""References""; ""Chapter 5: Empirical Evidence: Implementing the BSC in SMEs""; ""5.1 The Valbona Case: Implicit Dashboard and BSC Design""
""5.1.1 Determination of the Implicit Dashboard""""5.1.2 Identification of the Implicit Strategy Map""; ""5.1.3 Definition of the Desired Strategy Map""; ""5.1.4 From a Strategy Map to a Balanced Dashboard""; ""5.2 The Home Cucine Case: The BSC as Pivot of the Management System""; ""5.2.1 Products and Markets""; ""5.2.2 The Performance Measurement System: How and Why It Was Introduced""; ""5.2.3 Home CucineÂ?s Management System: The Management Dashboard as an Integral Part of the PDCA Cycle""; ""5.2.3.1 The Value Curve""; ""5.2.3.2 Mission""; ""5.2.3.3 Strategy Map""
""5.2.3.4 Management Dashboard""""5.2.3.5 Management Review""; ""5.2.3.6 Table of Causes-Solutions and Improvement Actions""; ""5.2.3.7 Job Description""; ""5.3 The Uniflair Case: UNIBOARD and the Indicator Dictionary""; ""5.3.1 Organisational Structure""; ""5.3.2 Evolution of the Performance Measurement System""; ""5.3.3 Redefinition of Indicators""; ""5.3.3.1 Area 1: Adaptation""; ""5.3.3.2 Area 2: Timeliness""; ""5.3.3.3 Area 3: Speed""; ""5.3.4 Building a Single Dashboard""; ""References""
Includes bibliographical references.
Do we really know the critical phenomena that are linked to how enterprises function and the dynamics of their relationships with customers, suppliers and competitors? Are their decision-making processes founded upon a set of performance measurements that were accurately designed and systematically elaborated? The above questions are the focus of this book, as is the following premise: enterprises need a system to measure their critical performances so they can be managed effectively; metaphorically speaking, enterprises need a “management dashboard” to serve as a navigational aid. A dashboard to show – with as few distortions as possible – the pattern of key variables that characterizes the specific formula enterprises use to face their competitive and social environment.
Personnel management.
Accounting.
Bookkeeping .
Leadership.
Human Resource Management.
Accounting/Auditing.
Business Strategy/Leadership.
SpringerBriefs in Business