Submitted by Tatiana Lima (tatianasl@ufba.br) on 2015-03-30T18:21:16Z No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Approved for entry into archive by Tatiana Lima (tatianasl@ufba.br) on 2015-04-06T19:42:49Z (GMT) No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Made available in DSpace on 2015-04-06T19:42:49Z (GMT). No. of bitstreams: 1 Santana, Ricardo Silva de.pdf: 2142724 bytes, checksum: 3560d86ed5624b681fa233a45969f82c (MD5) / Este trabalho tem a ambição de contribuir para o aprimoramento dos modelos de gestão das instituições de educação superior no Brasil, por meio de uma análise balizada pela proposta desenvolvida por Kaplan e Norton no Balanced Scorecard. Parte-se da visão, amplamente compartilhada no país, da deficiência na formação de gestores e na implementação de modelos bem organizados e sistematizados de gestão destas instituições. A partir da experiência diária no desafio de encontrar soluções administrativas e gerenciais dentro do contexto organizacional do Instituto Federal de Educação, Ciência e Tecnologia da Bahia, Campus Valença, realizou-se uma análise do quadro atual com as propostas desenvolvidas pela metodologia mundialmente adotada do Balanced Scorecard, e uma proposta visionária de gestão a partir de uma hipotética aplicação da metodologia naquele contexto organizacional. Ao final, espera-se que o presente estudo lance um pouco de luz sobre a formação dos gestores de instituições educacionais e provoque o aprofundamento dos estudos de administração aplicada a este campo estratégico para o desenvolvimento da sociedade e das organizações brasileiras. The aim of this work is to contribute to the improvement of management models of higher education institutions in Brazil, through an analysis buoyed by the proposal developed by Kaplan and Norton in Balanced Scorecard. Starting from the sight widely shared into the country , disability in management training and implementation of models well organized and systematized management of these institutions. From the daily experience in the challenge of finding administrative and managerial solutions within the organizational context of the ‘Instituto Federal de Educação, Ciência e Tecnologia da Bahia’, Campus Valença, we carried out a analysis of the current situation with the proposed methodology developed by the worldwide adopted of the Balanced Scorecard and a proposal visionary management from a hypothetical application of the methodology that organizational context. Finally, it is hoped that the present study throw some light on the training of managers of educational institutions and induce deeper studies of this strategic field applied to the development of society and the Brazilian organizations.

Because of the fierceness of business environment competition, there are a lot of scholars investing this field to carry on research one after another. It makes CRM become new developing studying apparently in the MIS field. But there is no scholar to review important issue in CRM. According this research we find the topics relative CRM can be divided into six constructs that are segment, finical, customer, customer knowledge management, operation and IT. Pass such a categorized way, not only help us understanding its intension, but also the relation of influencing each other. We find out that too much research focus on CSF, system introduction and IT. And this research proposes a measurement based on balanced scorecard. Through this way not only help us knowing what benefit that CRM brought for organization, but also improved the successful rate. Besides balanced scorecard, this research discussed the creation of customer knowledge and we find out the steps of customer knowledge creation can also divided into socialization, externalization, combination and internalization. However, most research focus on externalization, future research could do research on the others that would help organization more efficient grasping customer knowledge.

ABSTRACT Institute of Human Resource Management National Sun Yat-Sen University Title of the thesis: The Research on Implementing Performance Management System Based on Balanced Scorecard ¡V Using the Taiwanese Branch of a Multinational Foods Company as an Example Name: Yuh-Chin Lee Advisor: Chin-Kang Jen, Ph.D. Graduate date: July, 2002 Degree conferred: Master Considering there is only few company implementing Balanced Scorecard in Taiwan, or even if there are some companies already implementing it, they are seldom effectively linked with performance management or other systems. This research is using the Taiwanese Branch of a multinational foods company as an example, and is based on the principle of the single case study method. The topics of this thesis are as follows: 1. To study the individual company¡¦s performance management system to understand the actual operation of Balanced Scorecard in the enterprise, thereafter provides the company¡¦s experience to those who will use Balanced Scorecard in the future by introducing step by step of the individual company¡¦s implementing process. 2. To point out, through the analyzes of an individual company¡¦s system and the studies of related documents, problems that individual company might encounter during the implementation of the system, and find out improving methods. 3. To provide suggestions for improvements to the individual company. Based on the findings of this research, the following conclusions are reached: 1. Because the individual company follows Balanced Scorecard¡¦s concept to implement its performance management system, thus the system can runs smoothly and gets good results. The process starts with the confirmation and integration of the company vision, mission, and core values, which will help the company to build up its conscientious. The second step is to set up company strategy align with company vision, mission and core values, and use Balanced Scorecard to convert this strategy into the company goal, then develop its action plans. The third step consists in monitoring performance results and doing necessary revisions to ensure the achievement of the goal. In the end it is necessary to link the performance results with the reward, employee development and promotion plan. 2. The problems that individual company encountered during the system implementation are as follows: 1) In the area of system design Because the individual company directly adopted its mother company¡¦s strategy, and did not draw out its own strategy map, it is highly possible that in the future, if the environment dramatically changes, the company will need to revise its strategy to adapt to the changes and might fail to link the performance management system with the strategy properly. 2) In the area of processing a. Lack of complete information supporting system. b. Employees¡¦ expectation of a gap between performance results and performance bonus payments. c. Increasing imbalance between employee¡¦s work and family life. 3. Suggestions to the individual company are as follows: 1) Build up an individual company's strategy map, and link the performance management system tightly with the strategy. 2) Set up an information supporting system based on Balanced Scorecard. 3) Disclose the linkage between performance results and performance bonus payments at the beginning of the performance cycle. 4) Simplify the work process, and create a balanced working environment.

Zugl.: Lüneburg, Univ., Diss., 2008

Zugl.: Hamburg, Univ. der Bundeswehr, Diss., 2009

Background and problem: Strong barriers to incorporating sustainability into the strategic plan exist according to CFO Research in 2008, and there is clear difficulty in valuating effects that sustainability has on the whole value. This makes it interesting and important to study these issues in this thesis.   Purpose: The purpose of this study is to examine and analyze how organizations could incorporate sustainability perspectives into the strategic plan by constructing standalone sustainability balanced scorecard, and get an understanding of what kind of critical aspects that should be taken into consideration while adopting a separate sustainability balanced scorecard.   Method: To achieve the purpose the authors have chosen to use a qualitative method and carried out interviews at Hilton Tokyo. The information obtained from the respondent is relevant in this study.   Conclusions: The adaptation of a separate sustainability management system to include sustainability has resulted in the growing realization by large companies such as Hilton. Sustainability is not only a human ethical responsibility, but it is also beneficial to the bottom line of the company who fully commits to it, which has been proved very well in this research. This analysis has demonstrated several ways in which social and environmental sustainability can be incorporated with the organizational strategic plan. The empirical evidence gathered from Hilton Tokyo helps to demonstrate that sustainability in a separate system works well to integrate with the Balanced Scorecard and has become an integral part of a company’s identity. Lastly, several considerable critical aspects while adopting a separate sustainability balanced scorecard have been analyzed and demonstrated.

Zugl.: Leipzig, Universiẗat, Diss., 2007.

Zugl.: Rostock, Univ., Diss., 2005

Zugl.: Hagen, Fernuniv., Diplomarbeit 2008 u.d.T.: Die @Balanced Scorecard als Instrument des Vertriebscontrollings in Banken : Möglichkeiten und Grenzen.

Zugl.: Wien, Wirtschaftsuniv., Masterarbeit, 2007