Linking Economic Value Added, Direct Costing, and the Lean Thinking to the Balanced Scorecard in a System Dynamics Modelling Approach

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    Abstract

     Purpose - To show how three practices normally applied separately can be linked to support the strategy evaluation and the performance measurement in the balanced scorecard. Recent studies, e.g. Kaplan and Norton [Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, July-August, 2007], provide evidence that companies fail to see the possible benefits of combining and integrating several accounting practices into a single framework.

    Design/methodology/approach - We use a System Dynamics Modelling approach to the BSC-thinking. The BSC model includes the five classical perspectives and a number of financial measures, including EVA, and non-financial measures pertaining to management accounting and the lean thinking.

    Original languageEnglish
    Publication date2008
    Publication statusPublished - 2008
    Event2nd International City Break Conference on Business and Economic Research - Athens, Greece
    Duration: 17 Oct 200820 Oct 2008
    Conference number: 2

    Conference

    Conference2nd International City Break Conference on Business and Economic Research
    Number2
    Country/TerritoryGreece
    CityAthens
    Period17/10/200820/10/2008

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