| dc.contributor.author | Pandey, I. M. | |
| dc.date.accessioned | 2010-10-25T11:38:36Z | |
| dc.date.available | 2010-10-25T11:38:36Z | |
| dc.date.copyright | 2005 | |
| dc.date.issued | 2005-10-25T11:38:36Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/9957 | |
| dc.description | Vikalpa: The Journal for Decision Makers, Vol. 30, No. 1, (January-March, 2005), pp. 51-66 | en |
| dc.description.abstract | The 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.iso | en | en |
| dc.subject | Strategic Planning | en |
| dc.subject | Balanced Scorecard | en |
| dc.subject | Critical Success Factors | en |
| dc.subject | Performance Metrics | en |
| dc.title | Balanced scorecard: myth and reality | en |
| dc.type | Article | en |
