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| 公司治理问卷× | 平衡计分卡绩效衡量× | |
|---|---|---|
| 领域 | 战略管理 | 战略管理 |
| 方法族 | Process / pipeline | Process / pipeline |
| 起源年份≠ | 1976 (theory); 1992 (operational) | 1992 |
| 提出者≠ | Jensen and Meckling (foundational); Cadbury Committee (operational framework) | Robert S. Kaplan and David P. Norton |
| 类型≠ | Organizational self-report questionnaire | Organizational performance measurement and management system |
| 开创性文献≠ | 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. DOI ↗ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. link ↗ |
| 别名≠ | CG Assessment, Governance Maturity Scale | BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard |
| 相关 | 5 | 5 |
| 摘要≠ | 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. |
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