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Stated Owned Balanced-Scorecard

Stated Owned Balanced-Scorecard



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Published by aryk_1980
How to develop BSC for stated owned company
How to develop BSC for stated owned company

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Published by: aryk_1980 on May 23, 2008
Copyright:Attribution Non-commercial


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Introducton to the Balanced Scorecard and Performance Measurement Systems
Balanced Scorecardfor State-Owned Enterprises
Dg Pefce dCpe Gece
Eded bChristian C. Johnson anD irv BEimanW cb fJohn thomPson
Balanced Scorecard for State-Owned Enterprses
©2007 Asian Development Bank  All rights reserved.Published 2007.Printed in the Philippines.Cataloguing–In–Publication dataPublication Stock No. 031807 Asian Development Bank. A study on the benefits of adopting the Balanced Scorecard methodology to measure and improve performance1. Balanced Scorecard methodology 2. Corporate Governance3. Organizational performance 4. People’s Republic of ChinaThe views expressed in this book are those of the authors and do notnecessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the government they represent. ADB does not guarantee the accuracy of the data included in thispublication and accepts no responsibility for any consequence of theiruse.Use of the term “country” does not imply any judgment by the authorsas to the legal or other staus of any territorial entity.
Introducton to the Balanced Scorecard and Performance Measurement Systems
The Asian Development Bank (ADB) is pleased to present this book on performancemanagement and corporate governance, the culmination of more than 3 years of researchand analytical work. The book is important for a number of reasons:First, it focuses on putting in place a framework for governments to strategically managethe organizations that they own and control. It introduces a methodology by whichgovernments can (i) set strategic goals for their state-owned enterprise (SOE) sectors;(ii) measure progress toward achieving those goals; and (iii) stimulate their SOEs toimprove performance through improved performance management.Second, it represents an attempt to focus attention on the responsibilities of governmentsto maximize the financial and nonfinancial performance of enterprises entrusted totheir control.Third, the book presents eight different case examples in which this methodology isapplied. These cases range from a national government operating through an agency tostate-owned holding companies to individual SOEs.The book grew out of an ADB-financed technical assistance project, the purpose of  which was to further develop a Chinese performance measurement system that had been inplace since 1999. The performance measurement system described herein is part of a broaderapproach toward stimulating an improvement in performance management effectivenessthroughout the SOE sector. The book is a valuable contribution to our knowledge of themeasurement and management of performance in both market and transitional economies.

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