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Die Balanced Scorecard als operatives Steuerungsinstrument

  • Unternehmenssteuerung
  • Best Practice McDonald’s
  • Published:
Controlling & Management Review Aims and scope

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Literatur

  • Kaplan, R. S./ Norton, D. P. (1992): The Balanced Scorecard: Measures that Drive Performance, in: Harvard Business Review, 70 (1), S. 61–66.

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  • Kaplan, R. S./ Norton, D. P. (1993): Putting the Balanced Scorecard to Work, in: Harvard Business Review, 71 (5), S. 134–147.

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  • Kaplan, R. S./ Norton, D. P. (1996): The Balanced Scorecard, Boston.

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Author information

Authors and Affiliations

  1. Tchibo GmbH, Hamburg, Deutschland

    Helge Sagadin (VP Development und VP Operations, McDonald’s Deutschland)

  2. Universität der Bundeswehr München, München, Deutschland

    Bernhard Hirsch (Direktor des Instituts für Controlling, Finanz- und RisikoManagement)

Authors
  1. Helge Sagadin
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  2. Bernhard Hirsch
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Corresponding author

Correspondence to Helge Sagadin.

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Sagadin, H., Hirsch, B. Die Balanced Scorecard als operatives Steuerungsinstrument. Control Manag Rev 60, 52–57 (2016). https://doi.org/10.1007/s12176-016-0094-8

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  • DOI: https://doi.org/10.1007/s12176-016-0094-8

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