Relationship between Balance Scorecard and Strategic Planning of Enterprises
Author(s)
Thi Quyen Tran , Thi May Dang , Thi Nhung Truong ,
Download Full PDF Pages: 436-450 | Views: 450 | Downloads: 140 | DOI: 10.5281/zenodo.4991469
Abstract
The Balanced Scorecard (BSC) is a management system that helps managers as well as all employees in the organization determine their organization's vision and strategy and turn us into action. BSC provides feedback on internal operations as well as results, thereby helping all employees in the organization to continually improve to achieve the desired results. The article clues the relationship between the equilibrium points and strategic planning of the business.
Keywords
Balanced scorecard, business planning, Vietnam
References
i. Nguyen Van Minh (2011), The Balanced Scorecard.
ii. Ngo Kim Thanh, Le Van Tam (2009), Textbook of strategic management, National Economics University Publisher.
iii. Luu Trong Tuan (2011), Training Curriculum for BSC, Vietnam Institute of Marketing and Management (VMI) Ho Chi Minh City.
iv. Robert S. Kaplan and Dadvid P. Nortn (2011), The Balanced Scorecard Turning Strategy Into Action, Young Ho Chi Minh City Publisher.
v. Robert S. Kaplan and Dadvid P. Nortn (2011), Strategic Maps, Young Publishers.
vi. Paul R. Niven (2009), Balance Scorecard, Ho Chi Minh City Publishing House.
vii. Ly Nguyen Thu Ngoc (2009), Applying the Score Balance Sheet in Performance Evaluation at Ho Chi Minh City Central College of Pedagogy.
viii. Tran Thi Huong (2011), Applying the point-balance card method at MSC Vietnam Company Limited.
ix. Vietnam Bank for Agriculture and Rural Development (2014,2015,2016,2017), Report on business operations of Agribank.
x. Vietnam Bank for Agriculture and Rural Development (2016,2017,2018,2019, 2020), Agribank Business Strategy Project.
xi. Robert S. Kaplan and David P. Norton (1992), The Balanced Scorecard - Measures that Drive Performance, Harvard Business Review.
xii. Robert S. Kaplan and David P. Norton (2004), Strategy Maps, Harvard Business School, Boston.
xiii. Paul R. Niven (2006), Balanced Scorecard Step - By - Step: Maximizing Performance and Maintaining Results, John Wiley & Sons, Inc.
xiv. Robert S. Kaplan and David P. Norton (2008), The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Boston.
xv. Robert S.Kaplan and David P. Norton (2006), How to Implement a New Strategy Without Disrupting Your Organization, Harvard Business Review.
xvi. Robert S. Kaplan and David P. Norton (2005), The Office of Strategy Management, Harvard Business Review.
xvii. Robert S. Kaplan and David P. Norton (1996), Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review.
xviii. Nolan Norton Institute (1991) “Measuring Performance in the Organization of the Future: A Research Study.”
Cite this Article: