Comparar métodos

	Cuestionario de Gobierno Corporativo	Medida de Desempeño del Cuadro de Mando Integral
Campo	Dirección estratégica	Dirección estratégica
Familia	Process / pipeline	Process / pipeline
Año de origen	1976 (theory); 1992 (operational)	1992
Autor original	Jensen and Meckling (foundational); Cadbury Committee (operational framework)	Robert S. Kaplan and David P. Norton
Tipo	Organizational self-report questionnaire	Organizational performance measurement and management system
Fuente seminal	Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360.	Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
Alias	CG Assessment, Governance Maturity Scale	BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard
Relacionados	5	5
Resumen	Corporate Governance encompasses the system of rules, practices, and processes by which a company is directed and controlled. Jensen and Meckling's (1976) agency theory formalized the principal-agent problem—how to ensure management (agents) acts in shareholders' (principals') interests despite information asymmetry and incentive misalignment. The Cadbury Report (1992) operationalized this into practical governance frameworks emphasizing board independence, audit committees, and transparency. This questionnaire assesses organizational governance maturity across multiple dimensions: board structure and independence, internal controls and risk management, audit and compliance, stakeholder engagement, and transparency. Strong governance reduces agency costs, improves decision quality, and protects against fraud and misconduct.	The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives.