Controlling and Berlin Balanced Scorecard Approach / / Wilhelm Schmeisser, Lydia Clausen, Rebecca Popp, Carsten Ennemann, Olaf Drewicke.
The “Harvard Balanced Scorecard model” by Kaplan and Norton wishes to make strategies communicable and more manageable for companies across all management levels within the company. To this effect, the balanced scorecard is a qualitative controlling or performance management instrument.
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| Superior document: | Title is part of eBook package: De Gruyter DGBA Backlist Business and Economics 2000-2014 (EN) |
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| Place / Publishing House: | Berlin ;, Boston : : Oldenbourg Wissenschaftsverlag, , [2012] ©2011 |
| Year of Publication: | 2012 |
| Language: | English |
| Online Access: | |
| Physical Description: | 1 online resource (286 p.) |
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Table of Contents:
- Front Matter
- Chapter I: Preliminary thoughts: Controlling with the aid of the Berlin Balanced Scorecard as Performance Measurement approach in companies
- Chapter II: About the issue of the use of the Balanced Scorecard as Controlling Instrument within a value oriented business management
- Chapter III: Quantification of the potential perspective, employee perspective or of human resources in the context of the Berlin Balanced Scorecard without cost-utility analysis
- Chapter IV: Berlin Human Capital Assessment Model exemplified with football player values with benefit analysis
- Chapter V: Value increasing performance control with the help of the Berlin Balanced Scorecard Approach: Further Development of the financial perspective via the capital flow calculation and the Working Capital management