Balanced Scorecard and business models as mechanisms for strategy formulation and implementation. Areas of synergy

• Autorzy: Cyfert S. , Krzakiewicz K.

Warianty tytułu

PL

Balanced Scorecard i modele biznesu jako koncepcje formułowania strategii – obszary synergii

• Języki publikacji: EN

Abstrakty

EN

This article sets out to discuss possible integration of the Balanced Scorecard with the business model concept. The article starts with a description of the Balanced Scorecard and the business model concept and their respective designs, and then proceeds to offer some general conclusions regarding the areas of synergy for the two concepts.

PL

Celem artykułu jest omówienie możliwości integracji koncepcji Balanced Scorecard i modelu biznesu. Punktem wyjścia w artykule uczyniono charakterystykę istoty i architektury Balanced Scorecard oraz modelu biznesu, co w dalszej części pozwoliło na wyprowadzenie generalnych konkluzji dotyczących obszarów synergii obu koncepcji.

Słowa kluczowe

EN

balanced scorecard; business models; areas of synergy

PL

Balanced Scorecard; modele biznesu; obszary synergii

• Wydawca: University of Zielona Góra, Faculty of Economics and Management
• Czasopismo: Management
• Rocznik: 2011
• Tom: Vol. 15, no. 1
• Strony: 14--24
• Opis fizyczny: Bibliogr. 14 poz., rys.

Twórcy

autor

Cyfert S.

autor

Krzakiewicz K.

• Department of Theory of Organization and Management, University of Economics in Poznań

Bibliografia

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• 2. Campbell D. (2002), Putting Strategy Hypotheses to the Test with Cause-and- Effect Analysis, "Balanced Scorecard", Vol. 4 No. 5.
• 3. Chesbrough H., Rosenbloom R.S. (2002), The role of the business model in capturing value from innovation: Evidence from Xerox Corporation's technology spin-off companies, "Industrial and Corporate Change", Vol. 11, No. 3.
• 4. Davenport T.H., Leipold M., Voelpel S. (2006), Strategic Management in the Innovation Economy, Publics Corporate Publishing & Wiley GmbH.
• 5. Fisken J., Rutherford J. (2002), Business models and investment trends in the biotechnology industry in Europe, "Journal of Commercial Biotechnology", Vol. 8, No. 3.
• 6. Kaplan R. S., Norton D. P. (1992), The balanced scorecard - Measures that drive performance, "Harvard Business Review", January-February.
• 7. Kaplan R. S., Norton D. P. (2001), Strategiczna Karta Wyników. Balanced scorecard. Praktyka, CIM, Warszawa 2000.
• 8. Morris M., Schindehutte M., Allen J. (2005), The entrepreneur's business model: toward a unified perspective, "Journal of Business Research", Vol. 58.
• 9. Osterwalder A. (2004), The business-model ontology - a proposition in design science approach. Academic dissertation, Ecole des Hautes Etudes Commerciales, Université de Lausanne.
• 10. Porter M. (1985), Technology and competitive advantage, "The Journal of Business Strategy", Vol. 5, No. 3.
• 11. Rajala R., Westerlund M. (2007), Business models - a new perspective on firms' assets and capabilities. Observations from the Finnish software industry, "Entrepreneurship and Innovation", Vol. 8, No 2.
• 12. Rayport J. F., Jaworski B. J. (2001), e-Commerce, McGraw-Hill, New York.
• 13. Shafer, S.M. Smith, J.H. Linder, J.C. (2005), The power of business models, "Business Horizons", 48(3).
• 14. Yeniyurt S. (2003), A literature review and integrative performance measurement framework for multinational companies, "Marketing Intelligence & Planning", Vol. 23 No. 3.