000			01552aam a2200277 a 4500
001			004294
003			OSt
005			20250122163132.0
008			250122t1996 -us|||||||||||||| ||eng||
020			_a0-87584-651-3
040			_cumsa
041			_aeng
044			_a-us
080			_a658.012.4:519.71=111
100			_aKaplan, Robert S. _917034
100			_aNorton, David P. _917035
245	1	0	_aThe balanced scorecard : _btranslating strategy into action / _cRobert S. Kaplan and David P. Norton.
260			_aBoston : _bHarvard Business School Press, _c1996
300			_a322 p.
520			_aThe Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.
650		0	_aGESTION EMPRESARIAL _92606
650		0	_aESTRATEGIA EMPRESARIAL _910672
650		0	_aCUADRO DE MANDO INTEGRAL _917036
650		0	_aPLANIFICACION ESTRATEGICA _910673
942	0	0	_2udc _cBK _n0
999			_c35411 _d35411