文章基本信息

标题：Balanced Scorecard Implementation at Rang Dong Plastic Joint-stock Company (RDP)
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作者：Luu Trong Tuan
期刊名称：Management Science and Engineering
印刷版ISSN：1913-0341
电子版ISSN：1913-035X
出版年度：2010
卷号：4
期号：2
页码：92-98
DOI：10.3968/j.mse.1913035X20100402.008
语种：English
出版社：Canadian Research & Development Center of Sciences and Cultures
摘要：From the balanced scorecard (BSC) framework, which encourages the use of both financial and non-financial measures of performance, allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan and Norton, 1992; Kaplan and Norton, 1996b), the paper sought to explore how balanced business scorecards were designed and to what extent of success they were implemented at Rang Dong Plastic Joint-Stock Company (RDP) in terms of its organizational structure and company philosophy. Keywords: balanced scorecard; performance measurement
其他摘要：From the balanced scorecard (BSC) framework, which encourages the use of both financial and non-financial measures of performance, allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan and Norton, 1992; Kaplan and Norton, 1996b), the paper sought to explore how balanced business scorecards were designed and to what extent of success they were implemented at Rang Dong Plastic Joint-Stock Company (RDP) in terms of its organizational structure and company philosophy.
关键词：balanced scorecard;performance measurement