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Agora.StakeholderValuer1.11 - 08 Apr 2018 - 22:44 - GregorioIvanoff

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[...] The most important implementation imperative for a successful scorecard is the enrollment of the entire organization in its achievement. [...] Although any given process can initially be improved in isolation, eventually the slack comes out of the rope connecting it to some other process, requiring that process's concurrent improvement. High performance organizations have no slack ropes, creating the need for total participation in achievement of significant goals. [...] Organizational change is subsumed in the Balanced Scorecard, and organizations only change when employees share ownership for both the goals and the means (SCHNEIDERMAN, 1999).

Keywords: stakeholders in price, strategy in relevance, contradiction in strategy, strategy in enrollment, theory in strategy, organizational change, screening strategies, knowledge view, sustainability reporting, strategic contradictions, balanced scorecard

Palavras-chave: escolas de negócios em avaliação, modelos em negócios

Português: valor das partes interessadas

Outcomes: empresas visionárias em 360 graus

LENGNICK-HALL, C.; WOLFF, J. Similarities and contradictions in the core logic of three strategy research streams. Strategic Management Journal, 20: 1109-1132, 1999. Available from <;2-8 >. access on 9 Nov. 2009.

NEELY, Andy; ADAMS, Chris; KENNERLEY, Mike. The Performance Prism: The Scorecard for Measuring and Managing Business Success. Pearson Education, 2002. ISBN: 0273653342, 377 pages. Available from < >. access on 9 Nov. 2009.

SCHNEIDERMAN, Arthur M. Why balanced scorecards fail, 1999. Available from < >. access on 9 Nov. 2009.

ZOOK, Chris; ALLEN, James. Profit from the Core. Available from < >. access on 9 Nov. 2009.

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-- GregorioIvanoff - 09 Nov 2009
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