Operationalising the balanced scorecard : an initial analysis of factor structure
Contribuinte(s) |
Purchase, Sharon |
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Data(s) |
01/01/2005
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Resumo |
To date there has been very little empirical analysis of the Balanced Scorecard (BSC) within the marketing literature. With measuring performance being a central issue in marketing and the BSC being one of the most utilised approaches, this paper investigates the BSC and its factor structure. This research tested independently the “goodness-of-fit” of both the traditional four-factor model and a later five-factor model, which included an “employee/human resource” dimension. Data were collected from a sample of medium-tolarge Australian businesses. Factor analysis was conducted on the two alternative factor structures, revealing that the five-factor model fits the observed data as well as does the fourfactor model, supporting the inclusion of an “employee/human resource” perspective in future BSC models.<br /> |
Identificador | |
Idioma(s) |
eng |
Publicador |
ANZMAC |
Relação |
http://dro.deakin.edu.au/eserv/DU:30005844/shaw-operationalisingthebalanced-2005.pdf http://smib.vuw.ac.nz:8081/www/anzmac2005/cd-site/pdfs/17-Strategic/17-Pont.pdf |
Direitos |
2005, ANZMAC |
Palavras-Chave | #balanced scorecard (BSC) #marketing #measuring performance |
Tipo |
Conference Paper |