The Sustainability Balanced Scorecard: Linking Sustainability Management to Business Strategy
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In: Business Strategy and the Environment, Vol. 11, No. 5, 09.2002, p. 269-284.
Research output: Journal contributions › Journal articles › Research › peer-review
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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
UR - https://www.mendeley.com/catalogue/2d181c3f-8ead-3124-8899-55ef9c3a8659/
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 -