January 2013
Intermediate to advanced
544 pages
16h 35m
English
book
Accounting for Managers: Interpreting Accounting Information for Decision-Making, Canadian Edition
by Paul M. Collier, Sandy M. Kizan, Eckhard Schumann
Content preview from Accounting for Managers: Interpreting Accounting Information for Decision-Making, Canadian Edition
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PART III
Readings
Part III contains the following supplementary readings:
Reading 1: Using the Balanced Scorecard as a Strategic Management System
Reading 2: Teaching Special Decisions in a Lean Accounting Environment
Reading 3: Intellectual Capital Reporting
Reading 4: The Strategic Value of Customer Profitability Analysis
Reading 5: Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things
Introduction to Readings
USING THE BALANCED SCORECARD AS A STRATEGIC MANAGEMENT SYSTEM
Kaplan, Robert S. and Norton, David P. (2007). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, July-August, pp. 150–161. Reprinted with permission of Harvard Business Review.
Reading 1 titled “Using the Balanced Scorecard as a Strategic Management System: Building a scorecard can help managers link today's actions with tomorrow's goals” was originally written by Kaplan and Norton (1996) and discusses how organizations can use the balanced scorecard ...
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