pp. 3361-3370 | Article Number: iejme.2016.275
Published Online: November 18, 2016
Article Views: 161 | Article Download: 139
The purpose of this scientific article is to test the method of quantitative measurement balance scorecard that provides a determination of the degree of implementation of business strategy in the tactical period, and enable them to diagnose problems of implementation. Balanced scorecard is an integral part of the strategic plan of the enterprise that requires careful analysis and monitoring of the results obtained by this technology. Methodological bases of this research study are general statistical methods, dynamic ratio index and the coefficient analysis, the method of paired comparisons. The results of the study: 1) the proposed model the normative model of the enterprise to measure the effectiveness of the implementation of business strategy into tactical period; 2) an example of implementation of algorithm of development of a normative model of the enterprise; 3) the proposed method of the dynamic standard as a tool for strategic analysis of the company. The practical significance of research results consists in possibility of application authoring for the monitoring of enterprise development strategies, as well as the prospects of applying the method of the dynamic standard for building normative models of monitoring of development strategies of regions, municipalities and city districts.
Keywords: balanced scorecard; performance of the implementation of the enterprise strategy; integrated statistical measuring; firm, strategy
Kaplan, R. S. & Norton, D. P. (1992). The balanced scorecard - Measures that drive performance. Harvard Business Review (January/February), 71-79.
Kaplan, R. S. & Norton, D. P. (1993). Putting the balanced scorecard to work. Harvard Business Review (September-October), 134-147.
Kaplan, R.S & Norton, D. P. (1996a). The Balanced Scorecard: Translating Strategy into Action Boston: Harvard Business School Press. Summary by Chris Hourigan Master of Accountancy Program University of South Florida.
Kaplan, R. S. and Norton, D. P. (1996b). Using the balanced scorecard as a strategic management system. Harvard Business Review, 75-85.
Kaplan, R. S. & Norton, D. P. (1997). Why does business need a balanced scorecard? Journal of Cost Management, 5-10.
Kaplan, R. S. & Norton, D. P. (2000). Having trouble with your strategy? Then map it. Harvard Business Review, 167-176.
Kaplan, R. S. & Norton, D. P. (2001a). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press.
Kaplan, R. S. & Norton, D. P. (2001b). Transforming the balanced scorecard from performance measurement to strategic management: Part I. Accounting Horizons, 87-104.
Kaplan, R. S. & Norton, D. P. (2001c). Transforming the balanced scorecard from performance measurement to strategic management: Part II. Accounting Horizons, 147-160.
Kaplan, R. S. & Norton, D. P. (2004a). The Balanced Scorecard — Measures that Drive Performance, 2(3).
Kaplan, R. S. & Norton, D. P. (2004b). Measuring the strategic readiness of intangible assets. Harvard Business Review, 52-63.
Lyons, B., Gumbus, A. & Bellhouse, D.E. (2003). Aligning capital investment decisions with the balanced scorecard. Journal of Cost Management, 34-38.
Martinsons, M., Davison, R. and Tse, D. (1999). The balanced scorecard: A foundation for the strategic management of information systems. Decision Support Systems, (25), 71-88.
Norreklit, H. (2003). The balanced scorecard: What is the score? A rhetorical analysis of the balanced scorecard. Accounting, Organizations and Society, 28(6), 591-619.
Paladino, B. (2007). 5 key principles of corporate performance management: How do Balanced Scorecard Hall of Fame, Malcolm Baldrige, Sterling, Fortune 100, APQC, and Forbes award winners drive value? Strategic Finance, 39-45.
Schonberger, R.J. (2008). Lean performance management (Metrics don't add up). Cost Management, 5-10.
Burtseva, T.A. (2009). Indicative model of monitoring the investment attractiveness of the region. Questions of statistics, 6, 37-45.
Burtseva, T.A., Borovkova, O.L. (2010). The question of methodology of statistical evaluation and monitoring of investment attractiveness of regional economic systems. The territory of innovative development: monograph. Under scientific editorship of A. A. Sotnikov; State University of Management; State University of Management branch in Obninsk. Moscow: State University of Management, 135-171.
Burtseva, T.A. (2012). Regulatory model for statistical evaluation of the effectiveness of management of development of municipal area. Theory and practice of social development, 8, 324-329. www.teoria-practica.ru/-8-2012/economics/burtseva.pdf;
Zhambekova, R.L. (2000). The methodology of the system of economic diagnostics of the enterprise: the Dissertation on competition of a scientific degree of the doctor of economic Sciences: 08.00.05. Saint Petersburg State University of Economics and Finance.
Zavgorodniaia, A.V. (1999). Diagnosis and modelling of the environment of the firm. Saint Petersburg: Saint Petersburg State University of Economics and Finance press.
Zakharchenko, N.N. (1993). Economic measurement: theory and methods. Saint Petersburg: Saint Petersburg State University of Economics and Finance press.
Pogostinskiy, Yu.A. (1999). A normative model of system analysis of economic activity of the enterprise: Monograph. Saint Petersburg: Saint Petersburg State University of Economics and Finance press.
Svetunkov, S.G., Zagranovskaia, A.V. & Svetunkov, I.S. (2012). The rating of development of regions and the dynamics of their socio-economic status. Complex-valued analysis and modeling of uneven socio-economic development of regions of Russia. www.sergey.svetunkov.ru/economics/complex/MD2012
Syroezhkin, I.M. (1980). Improving the system of indicators of efficiency and quality. Moscow. Economics.