Multidimensional scorecard: adjustments to the bsc from the approach to stakeholder theory. design proposal for public enterprise the rail freight in renfe-operadora -Spain
Keywords:
balanced scorecard, stakeholders, public organizationsAbstract
This paper focuses a demonstration of the adjustments made to the Balanced Scorecard (BSC) for transformation into an instrument of practical feasibility for the management of public organizations. Theory of Stakeholders possible to define a multidimensional model to guide the management public in terms of responding to the demands and requirements of different interest groups, primarily the community or users that require improvements in public service delivery. This proposed model has been called Multidimensional Scorecard (MSC) and empirical evidence has been selected the application of in the public enterprise of rail freight in Renfe-Operadora (Spain), shall provide the freight service by rail and since 2004 to the present, is undergoing a process of change and institutional pressures.
Downloads
References
Brignall,Stan y Modell, Sven (2000), An institutional perspective on performance measurement and management in the new sector public, Management Accounting Research, 11, 281-306.
D ´Souza, Derrick y Williams, Fredrik. (2000). The stakeholders theory of the corporation: Concepts, evidence and implications, Academy of Management Review, 12, 227-246, verano.
Freeman, Edward R. (1984), Strategic Management. A Stakeholders Approach, Toronto, Pitman Kaplan, Robert. y Norton, David. (2001a), Balance without profit, Financial Management, 23-26, Enero.
(2001b), Strategic Performance Measurement and Management in nonprofit organizations, Nonprofit Management & Leadership, 11, 353-370, primavera.
2001c,Transforming the balanced scorecard from performance measurement to strategic management: Part I., Accounting Horizons, 15, 87- 104, Marzo.
Kloot, Louise y Martin, Jhon (2000), Strategic Performance Management: A balance approach to performance management issues in local government, Management Accounting Research, 11, 231-251.
Lapsey, Irvine y Pallot, June (2000), Accounting, management and organizational change: A comparative study of local government, Management Accounting Research, 11, 213-229.
Meneguzzo, Marco (1997), De la New Public Management a la Public Governance: el péndulo de la investigación acerca de la Administración Pública, Gestión y Análisis de Políticas Públicas, 10, 33-41.
Norreklit, Hanne., (2000), The balance on the balanced scorecard: a critical analysis of some of its assumptions, Management Accounting Research, 11, 65-68.
(2003), The balanced scorecard: what is the score? A rhetorical analysis of the balanced scorecard, Accounting, Organizations and Society, 28, 591-619.
Recascino, Lois. (2002). Public Management Reform: Competing Drivers of Change, Public Administration Review, Vol.62, #5, p. 555-567.
Roberts, Robin (1992), Determinants of corporate social responsibility Disclosure: an application of stakeholders theory, Accounting, Organizations and Society, 17, 395-612, Agosto.
Scott, Susanne y Lane, Vicki (2000), A stakeholder approach to organizational identity, Academy of Management Review, 25, 43-62.
Published
How to Cite
Issue
Section
Derechos del/de autor/es a partir del año de publicación
Esta obra está bajo la licencia:
Creative Commons Reconocimiento-NoComercial-CompartirIgual 4.0 Internacional (CC BY-NC-SA 4.0)
Las opiniones expresadas por los autores no necesariamente reflejan la postura del editor de la publicación ni de la UCLA. Se autoriza la reproducción total o parcial de los textos aquí publicados, siempre y cuando se cite la fuente completa y la dirección electrónica de esta revista. Los autores(as) tienen el derecho de utilizar sus artículos para cualquier propósito siempre y cuando se realice sin fines de lucro. Los autores(as) pueden publicar en internet o cualquier otro medio la versión final aprobada de su trabajo, luego que esta ha sido publicada en esta revista.