Volume 5, Issue 4, August 2016, Page: 107-112
The New Balanced Scorecard Evaluation System--With Midea Group Case
Huijuan Lin, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Wanxin Li, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Yanglin Li, Beijing Institute of Technology Zhuhai Campus, Zhuhai, China
Received: Aug. 2, 2016;       Published: Aug. 3, 2016
DOI: 10.11648/j.ijber.20160504.15      View  3009      Downloads  88
In the 21st century global economy and multicultural knowledge economy, business era, the traditional financial performance evaluation is not appropriate for today's enterprise management, and modern enterprise management has entered the era of strategic management. In 1996 years later, the big consulting companies to introduce the balanced scorecard performance evaluation system, through years of practice, most enterprises in our country on the use of the balanced scorecard performance evaluation system, are still in the field of performance evaluation, but the ultimate goal is to build a new performance management system "to achieve strategic direction", in order to ensure successful execution company strategy. Thus, the balanced scorecard is to enhance their strategic execution of the most effective strategic management tool. Based on the review and strategic dimensions of the Balanced Scorecard four-dimensional theory, and emphasized the importance and significance of the strategic dimensions of the Balanced Scorecard. Five dimensions and nineteenth determining factors using AHP weights to the Media group as an example of reasonable and effective verification of the five-dimensional Balanced Scorecard evaluation system constructed which tend to be effective practical tools for enterprises to achieve strategic management.
Balanced Score Card, Five-Dimensional, Strategy
To cite this article
Huijuan Lin, Wanxin Li, Yanglin Li, The New Balanced Scorecard Evaluation System--With Midea Group Case, International Journal of Business and Economics Research. Vol. 5, No. 4, 2016, pp. 107-112. doi: 10.11648/j.ijber.20160504.15
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