Võrdle meetodeid
Vaata valitud meetodeid kõrvuti; erinevad read on esile tõstetud.
| Balanced Scorecard Performance Measure× | Organisatsioonilise vastupidavuse skaala× | |
|---|---|---|
| Valdkond | Strateegiline juhtimine | Strateegiline juhtimine |
| Perekond | Process / pipeline | Process / pipeline |
| Tekkeaasta≠ | 1992 | 2007 |
| Looja≠ | Robert S. Kaplan and David P. Norton | Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars |
| Tüüp≠ | Organizational performance measurement and management system | Organizational self-report questionnaire |
| Algallikas≠ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. link ↗ | Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass. link ↗ |
| Rööpnimetused | BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard | Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale |
| Seotud | 5 | 5 |
| Kokkuvõte≠ | 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. | Organizational Resilience refers to an organization's capacity to anticipate disruptions, withstand shocks, and adapt effectively to changing circumstances while maintaining core identity and functionality. Weick and Sutcliffe (2007) argue that resilience is not primarily about avoiding disruption but about developing capability to sense threats early, respond rapidly, and learn from shocks. The COVID-19 pandemic exposed organizational resilience gaps: firms with diversified supply chains, flexible workforce arrangements, and adaptive cultures recovered faster than those with fragile, optimized-for-efficiency structures. This scale measures organizational resilience across three dimensions: readiness (preparation for uncertainty), response capability (speed and agility in crisis), and adaptive learning (capturing and applying lessons). |
| ScholarGateAndmestik ↗ |
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