Balanced Scorecard Implementation at Rang Dong Plastic Joint-stock Company (RDP)

Luu Trong Tuan

Abstract


From the balanced scorecard (BSC) framework, which encourages the use of both financial and non-financial measures of performance, allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan and Norton, 1992; Kaplan and Norton, 1996b), the paper sought to explore how balanced business scorecards were designed and to what extent of success they were implemented at Rang Dong Plastic Joint-Stock Company (RDP) in terms of its organizational structure and company philosophy. Keywords: balanced scorecard; performance measurement

Keywords


balanced scorecard; performance measurement

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DOI: http://dx.doi.org/10.3968/j.mse.1913035X20100402.008

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