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Performance Measurement - The Balanced Scorecard Perspective

Author

Listed:
  • Gica Oana Adriana
  • Moisescu Ovidiu Ioan

    (Babes-Bolyai University Faculty of Economics and Business Administration Cluj-Napoca, Romania)

Abstract

The transition from the industrial to the informational age sets new rules of competition. The competitive success is based more and more on the intangible assets like skills, systems and values. Companies are finding that performance measurement systems that worked in the past are not effective in this new context. There is a need for performance measurement systems linked to the strategy that combines financial indicators of the past performance with the drivers of future success. The Balanced Scorecard translates a firm’s strategy in a comprehensive set of performance measures in four perspectives: financial, customer, internal processes, learning and growth.

Suggested Citation

  • Gica Oana Adriana & Moisescu Ovidiu Ioan, 2007. "Performance Measurement - The Balanced Scorecard Perspective," Revista Tinerilor Economisti (The Young Economists Journal), University of Craiova, Faculty of Economics and Business Administration, vol. 1(8), pages 48-53, April.
    • Handle: RePEc:aio:rteyej:v:1:y:2007:i:8:p:48-53
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    More about this item

    Keywords

    performance measurement; Balanced Scorecard.;

    JEL classification:

    • L00 - Industrial Organization - - General - - - General
    • L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance

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