Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/16130
Title: Balanced scorecard implementation: a case study of an indian public sector petroleum enterprise
Researcher: Upadhyay, Archana Yemeshvary Ashok
Guide(s): Palo, Sasmita
Keywords: Commerce, Petroleum enterprise, Scorecard
Upload Date: 21-Feb-2014
University: Tata Institute of Social Sciences
Completed Date: n.d.
Abstract: In business, the prime concern of entrepreneurs and leaders is to survive the newlinecompetition and succeed by creating value. The organisational strategy is meant to newlinecreate this value, thereby enhancing the performance of the organisation. Traditionally, newlineorganisational performance is measured in terms of financial indicators such as profits, newlinesales volumes, share values, return on capital employed (ROCE) etc. These financial newlineindicators are lag indicators of performance and tell the story of past. They only give newlinestatus of financial performance and provide no insight into the intangible assets and newlinecapabilities that need to be developed in order to be able to achieve the desired financial newlineresults. Organisations have realised that the performance drivers or the lead indicators newlineof performance need to be given equal attention. newlineToday, a number of management concepts are in vogue that suggests a balance between newlineboth financial and non-financial measures. Balanced Scorecard (BSC) is one such newlineconcept. It emerged in 1990s as a tool for organisational performance management, and newlinesoon evolved into a strategy management system. BSC suggests looking at strategy newlinefrom four different perspectives of i.e. financial, customer, internal business processes, newlineand learning and growth perspectives. It measure performance from each perspective. It newlinealso ensures a causal relationship and linkage among objectives and measures such that newlinea change in the leading measures results in a change in the lagging measure. newlineBSC has become very popular among practitioners. Over 60 percent of Fortune 1000 newlinecompanies have already experimented with BSC implementation. Though, it was newlinedeveloped keeping in mind the private sector business oragnisations, many mission newlineoriented government-controlled agencies and businesses have adopted BSC and met newlinewith successes.
Pagination: -
URI: http://hdl.handle.net/10603/16130
Appears in Departments:School of Management & Labour Studies

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01_title.pdfAttached File32.75 kBAdobe PDFView/Open
02_declaration.pdf14.27 kBAdobe PDFView/Open
03_certificate.pdf12.42 kBAdobe PDFView/Open
04_dedication.pdf8.34 kBAdobe PDFView/Open
05_contents.pdf14.61 kBAdobe PDFView/Open
06_abbreviations.pdf28.95 kBAdobe PDFView/Open
07_list of figures.pdf27.91 kBAdobe PDFView/Open
08_list of tables.pdf28.33 kBAdobe PDFView/Open
09_abstract.pdf41.43 kBAdobe PDFView/Open
10_preface.pdf37.18 kBAdobe PDFView/Open
11_chapter_1.pdf103.11 kBAdobe PDFView/Open
12_chapter_2.pdf1.05 MBAdobe PDFView/Open
13_chapter_3.pdf238.52 kBAdobe PDFView/Open
14_chapter_4.pdf2.04 MBAdobe PDFView/Open
15_chapter_5.pdf813.92 kBAdobe PDFView/Open
16_chapter_6.pdf795.1 kBAdobe PDFView/Open
17_chapter_7.pdf429.22 kBAdobe PDFView/Open
18_chapter_8.pdf2.44 MBAdobe PDFView/Open
19_chapter_9.pdf84.27 kBAdobe PDFView/Open
20_references.pdf105.87 kBAdobe PDFView/Open
21_appendix.pdf115.46 kBAdobe PDFView/Open


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