2010•Journal of Corporate Accounting & FinanceRequires access

How to transition from assessing performance to enhancing performance with balanced scorecard goal action plans

Thomas L. Albright, Christopher M. Burgess, Aleecia R. Hibbets, Michael Roberts

Abstract

Abstract The balanced scorecard (BSC) has achieved widespread acceptance as a strategic performance measurement tool. This article builds on the BSC process by showing how goal action plans can be used to help organizations translate strategic goals into actionable employee behavior to improve bottom‐line performance. © 2010 Wiley Periodicals, Inc.

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Available abstract

Key concepts: Balanced scorecard, Process management, Action (physics), Performance measurement, Process (computing), Goal setting, Performance indicator, Strategy map