Coming up Short on Nonfinancial Performance Measurement

Harvard Business Review

Volumn 81, Issue 11, 2003, Pages

  Ittner, Christopher D ^a   Larcker, David F ^b  

^a UNIVERSITY OF PENNSYLVANIA   (United States)

^b Department of Accounting ^*  (United States)

Author keywords

[No Author keywords available]

Indexed keywords

ARTICLE; COMMERCIAL PHENOMENA; CONSUMER; HUMAN; MANAGEMENT; METHODOLOGY; ORGANIZATION; ORGANIZATION AND MANAGEMENT; PERSONNEL MANAGEMENT; UNITED STATES;

COMMERCE; CONSUMER SATISFACTION; EFFICIENCY, ORGANIZATIONAL; HUMANS; MANAGEMENT AUDIT; ORGANIZATIONAL OBJECTIVES; PERSONNEL LOYALTY; PERSONNEL TURNOVER; UNITED STATES;

EID: 2942625232     PISSN: 00178012     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (3)

1. For more on the Balanced Scorecard, see Robert S. Kaplan and David P. Norton, "The Balanced Scorecard-Measures That Drive Performance," HBR January-February 1992; for more on the Intellectual Capital Navigator, see Leif Edvinsson and Michael S. Malone,Intellectual Capital: Realizing Your Company's True Value by Finding Its Hidden Brainpower (HarperBusiness, 1997).
2. For more on the Balanced Scorecard, see Robert S. Kaplan and David P. Norton, "The Balanced Scorecard-Measures That Drive Performance," HBR January-February 1992; for more on the Intellectual Capital Navigator, see Leif Edvinsson and Michael S. Malone,Intellectual Capital: Realizing Your Company's True Value by Finding Its Hidden Brainpower (HarperBusiness, 1997).
3. See Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn, "The Employee-Customer-Profit Chain at Sears," HBR January-February 1998.