Table of contents
Towards a microeconomic approach of the balanced scorecard
Erkki K. LaitinenThe study develops a mathematical model of the firm to derive theoretical foundations for the balanced scorecard concept (BSC). The model is based on several parts which are…
The effects of IT expenditures on banks’ business performance: using a balanced scorecard approach
Chang‐Soo Kim, Lewis F. DavidsonThis study uses the balanced scorecard(BSC) framework to assess the business performanceof information technology (IT) expenditures in the Korean banking industry. The…
Performance evaluations based on financial information: how do managers use situational information?
Jacob M. RoseOrganizations regularly use budgets as benchmarks for performance, and budgets represent a key control feature for almost every organization (Brown and Solomon (1993)). Research…
Choice of relative performance evaluation for strategic reasons
Surya N. JanakiramanThis paper presents a new perspective for the use of relative performance evaluation. It argues that firms may want to evaluate their CEOs relative to their competitors for…
Performance measurement and organizational effectiveness: bridging the gap
Jean‐François HenriThe aim of this paper is to bridge the gap between the organizational effectiveness (OE) models developed in the field of organizational theory and the performance measurement…
ISSN:
0307-4358Online date, start – end:
1975Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Don Johnson