The balanced scorecard, competitive strategy, and performance

Business Horizons

Volumn 45, Issue 3, 2002, Pages 11-16

  Olson, Eric M ^a   Slater, Stanley F ^b,c  

^a UNIVERSITY OF COLORADO   (United States)

^b UNIVERSITY OF WASHINGTON BOTHELL   (United States)

^c Department of Environmental and Radiological Health Sciences   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0036238435     PISSN: 00076813     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0007-6813(02)00198-2     Document Type: Article

References (23)

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2. Performance measurement and management
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4. Retrospective reports of strategic-level managers: Guidelines for increasing their accuracy
5. Further evidence on the validity of the self typing paragraph approach: Miles and Snow strategic arche types in banking
6. The balanced scorecard--Measures that drive performance
7. Putting the balanced scorecard to work
8. The balanced scorecard
9. Marketing strategy implications of the Miles and Snow strategic typology
10. Strategic adaptability and firm performance: A market contingency perspective
11. Organizational strategy, structure, and process
12. Patterns in strategy formation
13. Corporate mission statements: The bottom line
14. Competitive strategy
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16. How new top managers use control systems as levers of strategic renewal
17. Strategy-based performance measurement
18. Strategy type and performance: The influence of sales force management
19. Marketing's contribution to the implementation of business strategy: An empirical analysis
20. The discipline of market leaders
21. Measurement of business performance in strategy research
22. Marketing's role in the implementation of business strategies: A critical review and conceptual framework
23. The changing rules of global competitiveness in the 21st century