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- W1809384368 abstract "From the balanced scorecard (BSC) framework, which encourages the use of both financial and non-financial measures of performance, allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan and Norton, 1992; Kaplan and Norton, 1996), the paper sought to explore how balanced business scorecards were designed and to what extent of success they were implemented at Rang Dong Plastic Joint-Stock Company (RDP) in terms of its organizational structure and company philosophy." @default.
- W1809384368 created "2016-06-24" @default.
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- W1809384368 date "2010-06-21" @default.
- W1809384368 modified "2023-09-25" @default.
- W1809384368 title "Balanced scorecard implementation at Rang Dong plastic joint-stock company (RDP)" @default.
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- W1809384368 doi "https://doi.org/10.5539/ijbm.v5n7p126" @default.
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