The Sustainability Balanced Scorecard: Linking Sustainability Management to Business Strategy

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The Sustainability Balanced Scorecard : Linking Sustainability Management to Business Strategy. / Figge, Frank; Hahn, Tobias; Schaltegger, Stefan; Wagner, Marcus.

in: Business Strategy and the Environment, Jahrgang 11, Nr. 5, 09.2002, S. 269-284.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

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@article{e0a22bff47af40adb89b63c82737c503,
title = "The Sustainability Balanced Scorecard: Linking Sustainability Management to Business Strategy",
abstract = "The Balanced Scorecard of kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non-financial corporate activities with causal chains to the firm's long-term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non-monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting-point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief.",
keywords = "Sustainability sciences, Management & Economics, Management , Balanced Scorecard , Nachhaltigkeit ",
author = "Frank Figge and Tobias Hahn and Stefan Schaltegger and Marcus Wagner",
note = "Literaturverz. S. 283 - 284",
year = "2002",
month = sep,
doi = "10.1002/bse.339",
language = "English",
volume = "11",
pages = "269--284",
journal = "Business Strategy and the Environment",
issn = "0964-4733",
publisher = "John Wiley & Sons Ltd.",
number = "5",

}

RIS

TY - JOUR

T1 - The Sustainability Balanced Scorecard

T2 - Linking Sustainability Management to Business Strategy

AU - Figge, Frank

AU - Hahn, Tobias

AU - Schaltegger, Stefan

AU - Wagner, Marcus

N1 - Literaturverz. S. 283 - 284

PY - 2002/9

Y1 - 2002/9

N2 - The Balanced Scorecard of kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non-financial corporate activities with causal chains to the firm's long-term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non-monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting-point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief.

AB - The Balanced Scorecard of kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non-financial corporate activities with causal chains to the firm's long-term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non-monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting-point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief.

KW - Sustainability sciences, Management & Economics

KW - Management

KW - Balanced Scorecard

KW - Nachhaltigkeit

UR - http://www.scopus.com/inward/record.url?scp=0036735890&partnerID=8YFLogxK

U2 - 10.1002/bse.339

DO - 10.1002/bse.339

M3 - Journal articles

VL - 11

SP - 269

EP - 284

JO - Business Strategy and the Environment

JF - Business Strategy and the Environment

SN - 0964-4733

IS - 5

ER -

DOI