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Balanced Scorecard de uma organização de IDI - Investigação, Desenvolvimento e Inovação: o caso do INEGICunha, Manuel Sérgio Pereira da January 2010 (has links)
Estágio realizado no INEGI e orientado pelo Eng.º José Coutinho Sampaio / Tese de mestrado. Engenharia de Serviços e Gestão. Faculdade de Engenharia. Universidade do Porto. 2010
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A Review of Strategy, Process, and IT in CRM and Future Development SuggestionKuo, Chien-min 19 July 2005 (has links)
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.
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The Research on Implementing Performance Management System Based on Balanced Scorecard ¡V Using the Taiwanese Branch of a Multinational Foods Company as an ExampleLee, Yuh-Chin 22 August 2002 (has links)
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.
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Erfolgspotentiale in der bankbetrieblichen Planung /Wissmann, Ralf. January 2001 (has links)
Göttingen, Universität, Thesis (doctoral), 2001.
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Effekte inter-organisationaler balanced scorecards Automobile-Hersteller-Zuliefererbeziehungen im internationalen VergleichAsmussen, Nils January 2008 (has links)
Zugl.: Lüneburg, Univ., Diss., 2008
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Die Balanced Scorecard als Managementinstrument in der Bundeswehr dargestellt am Beispiel des LuftwaffenausbildungskommandosHöfling, Jens January 2009 (has links)
Zugl.: Hamburg, Univ. der Bundeswehr, Diss., 2009
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Performancemessung von eUnternehmen /Murarotto, Flavio. January 2003 (has links)
Thesis (doctoral)--Universität St. Gallen, 2003.
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Svårigheter med Balanced Scorecard : En undersökning av vilka svårigheter det finns med Balanced ScorecardJelcic, Marina, Nordahl, Camilla January 2015 (has links)
Balanced Scorecard hade en blomstrande period med snabb spridning under 90-talet. Dock har det nu gått mer än 20 år sedan Balanced Scorecard först introducerades och modellen har blivit kritiserad. Kritiken visar på att det förekommer tvivel om Balanced Scorecard som styrmodell. Därför har syftet med denna uppsats varit att skapa en förståelse för varför Balanced Scorecard har kritiserats. Detta genom att svara på frågeställningen: Vilka svårigheter finns det med Balanced Scorecard och varför? För att kunna svara på frågeställningen tillämpade vi en kvalitativ undersökning där vi gjorde intervjuer på två företag, The Palladium Group samt SKF Business Consulting. På The Palladium Group intervjuade vi en konsult vars kärnkompetens låg inom ramarna för Balanced Scorecard. På SKF Business Consulting intervjuade vi en ansvarig för deras egna styrkort, då de hade upplevt en del svårigheter med det. I analysavsnittet presenteras vilka svårigheter det finns med Balanced Scorecard. En svårighet kan vara att ledningen har skattat företagets strategi, eller det orsak-verkan-samband som hela styrkortet bygger på, felaktigt. När styrkortet sedan ska upprättas är det optimalt att det görs av ledningen tillsammans, därför bör inte konsulter hyras in för detta ändamål. Råder det oenighet i ledningen eller har inte hela ledningen engagerat sig i arbetet kring styrkortet, kan även det vara en svårighet med Balanced Scorecard. Vi har även kommit fram till att kommunikationen är viktig, då styrkortet måste vara djupt rotat i hela företaget för att vara effektivt samt då medarbetarna ska få en inverkan i styrkortet. En annan svårighet kan vara att företag inkluderat för många och/eller fel styrmått i styrkortet. Inte att förglömma är att företag bör pröva sina strategier och modifiera sina styrkort. Dock anser vi att dessa svårigheter inte beror på att det föreligger fel i Balanced Scorecard-modellen, utan svårigheterna uppkommer beroende på hur företag använder och hanterar modellen.
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A Standalone Sustainability Balanced ScorecardJohansson, Alexander, Larsson, Li January 2015 (has links)
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.
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Projektentwicklung von Gewerbeimmobilien mit der Scorecard PE /Nowack, Martin Norbert. January 2007 (has links)
Zugl.: Leipzig, Universiẗat, Diss., 2007.
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