Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/9957
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dc.contributor.authorPandey, I. M.
dc.date.accessioned2010-10-25T11:38:36Z
dc.date.available2010-10-25T11:38:36Z
dc.date.copyright2005
dc.date.issued2005-10-25T11:38:36Z
dc.identifier.urihttp://hdl.handle.net/11718/9957
dc.descriptionVikalpa: The Journal for Decision Makers, Vol. 30, No. 1, (January-March, 2005), pp. 51-66en
dc.description.abstractThe performance improvement process is a critical component of the strategic planning process. Call it by any name, the process is very vital, and it has always been practised by many companies worldwide for a long time. This process has been recently dubbed as the balanced scorecard.
dc.language.isoenen
dc.subjectStrategic Planningen
dc.subjectBalanced Scorecarden
dc.subjectCritical Success Factorsen
dc.subjectPerformance Metricsen
dc.titleBalanced scorecard: myth and realityen
dc.typeArticleen
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