The Use of Balanced Scorecard and the Cognitions of Dialectical Systems Theory as an Opportunity for Innovative Renewal of Company Operations

1
Dr. Igor HustiA
Dr. Igor HustiA
2
ddr. MatjaA Mulej
ddr. MatjaA Mulej
1 University of Maribor

Send Message

To: Author

GJMBR Volume 13 Issue B3

Article Fingerprint

ReserarchID

298RV

The Use of Balanced Scorecard and the Cognitions of Dialectical Systems Theory as an Opportunity for Innovative Renewal of Company Operations Banner
  • English
  • Afrikaans
  • Albanian
  • Amharic
  • Arabic
  • Armenian
  • Azerbaijani
  • Basque
  • Belarusian
  • Bengali
  • Bosnian
  • Bulgarian
  • Catalan
  • Cebuano
  • Chichewa
  • Chinese (Simplified)
  • Chinese (Traditional)
  • Corsican
  • Croatian
  • Czech
  • Danish
  • Dutch
  • Esperanto
  • Estonian
  • Filipino
  • Finnish
  • French
  • Frisian
  • Galician
  • Georgian
  • German
  • Greek
  • Gujarati
  • Haitian Creole
  • Hausa
  • Hawaiian
  • Hebrew
  • Hindi
  • Hmong
  • Hungarian
  • Icelandic
  • Igbo
  • Indonesian
  • Irish
  • Italian
  • Japanese
  • Javanese
  • Kannada
  • Kazakh
  • Khmer
  • Korean
  • Kurdish (Kurmanji)
  • Kyrgyz
  • Lao
  • Latin
  • Latvian
  • Lithuanian
  • Luxembourgish
  • Macedonian
  • Malagasy
  • Malay
  • Malayalam
  • Maltese
  • Maori
  • Marathi
  • Mongolian
  • Myanmar (Burmese)
  • Nepali
  • Norwegian
  • Pashto
  • Persian
  • Polish
  • Portuguese
  • Punjabi
  • Romanian
  • Russian
  • Samoan
  • Scots Gaelic
  • Serbian
  • Sesotho
  • Shona
  • Sindhi
  • Sinhala
  • Slovak
  • Slovenian
  • Somali
  • Spanish
  • Sundanese
  • Swahili
  • Swedish
  • Tajik
  • Tamil
  • Telugu
  • Thai
  • Turkish
  • Ukrainian
  • Urdu
  • Uzbek
  • Vietnamese
  • Welsh
  • Xhosa
  • Yiddish
  • Yoruba
  • Zulu

A company wishing to operate successfully and maintain competitive advantage in the changing environment needs to be strategically oriented. That indicates that it has to transform strategy into measurable goals and adjust organizational structure to processes and strategy and not vice versa, perceive strategy as a continuous process, constantly inform all employees on all levels and manage changes with active leadership. The significance of intangible assets as described in this article is undoubtedly increasing. The introduction of a balanced system of indicators into the business practice of the majority of companies generates a possibility for innovative renewal of business processes which can be carried out with the help of cognitions of the Dialectical Systems Theory on systems thinking/behavior. All innovations of non-technical type, particularly innovations of values, culture, ethics and norms, play an important role.

24 Cites in Articles

References

  1. Kugeler Becker Jorg,Rosemann Martin,Michael (2003). Process Management.
  2. Brown Mark,G (2007). Beyond the Balanced Scorecard.
  3. S Davis (2001). ARIS Modelling Standards.
  4. De Bono,E (2005). Šest klobukov razmišljanja.
  5. Hammer Michael In,Champy James (1993). Re-Engineering the Corporation: A Manifesto for Business Revolution.
  6. A Harrison (1995). Business Process: Their Nature and Properties, Examing Business process Re-Engineering.
  7. Timotej Obreza (2001). Book review: Aleš Novak and Marijan Pavčnik (eds.), SODNIŠKO PRAVO (eng. Judge-made law), Lexpera, GV Založba, Ljubljana, 2023.
  8. Kaplan Robert,S David,P Norton (2000). Uravnoteženi sistem kazalnikov: preoblikovanje strategije v dejanja.
  9. Kovač Jure (1998). Razsežnosti procesnega pogleda na org.
  10. Vid Čermelj,Jure Trilar,Veronika Zavratnik,Emilija Stojmenova Duh (2002). Družinsko centrična zasnova spletne aplikacije Myfamily.
  11. R Manganelli,M In Klein (1994). Human Resources.
  12. Mulej Matjaž (2000). the invention-innovation process and knowledge management.
  13. Matjaž Mulej (2012). Systems theory: a worldview and/or a methodology aimed at requisite holism/realism of humans' thinking, decisions and action.
  14. (2014). Series Title: Social Responsibility Beyond Neoliberalism and Charity Volume 3: Social Responsibility - Methods, Dilemmas and Hopes.
  15. M Mulej,N (2006). Innovation and/by Systems Thinking by Synergy of Methodologies "Six Thinking Hats" and "USOMID.
  16. Mulej Matjaž,In Zdenka (2002). Dialektična teorija sistemov in invencijsko-inovacijski management, Maribor: Univerza v Mariboru.
  17. Niven Paul,R (2006). Balanced Scorecard Step‐By‐Step.
  18. J Plešnar (2012). Skriti zakladi iz omar in kleti Filozofske fakultete.
  19. Aleša Svetic (1993). Vpliv izgube zaposlitve na ustanovitev lastnega podjetja.
  20. J Reagan (1995). Identifying Business Risk: How Resilient is the Organisation?.
  21. Slovenski Računovodski Standard (2006). List Decoding near Capacity: Folded RS Codes, 2006; Guruswami, Rudra.
  22. J Stanovnik (2012). Address on the occasion of the day of the Slovenian insurrection against nacism and fashism.
  23. J Stojan (2012). Straus, Nathan, (31 Jan. 1848–11 Jan. 1931), merchant.
  24. Stefania Vitali,James Glattfelder,Stefano Battiston (2011). The Network of Global Corporate Control.

Funding

No external funding was declared for this work.

Conflict of Interest

The authors declare no conflict of interest.

Ethical Approval

No ethics committee approval was required for this article type.

Data Availability

Not applicable for this article.

Dr. Igor HustiA. 2013. \u201cThe Use of Balanced Scorecard and the Cognitions of Dialectical Systems Theory as an Opportunity for Innovative Renewal of Company Operations\u201d. Global Journal of Management and Business Research - B: Economic & Commerce GJMBR-B Volume 13 (GJMBR Volume 13 Issue B3): .

Download Citation

Journal Specifications

Crossref Journal DOI 10.17406/GJMBR

Print ISSN 0975-5853

e-ISSN 2249-4588

Classification
Not Found
Version of record

v1.2

Issue date

June 7, 2013

Language

English

Experiance in AR

The methods for personal identification and authentication are no exception.

Read in 3D

The methods for personal identification and authentication are no exception.

Article Matrices
Total Views: 4798
Total Downloads: 2572
2026 Trends
Research Identity (RIN)
Related Research

Published Article

A company wishing to operate successfully and maintain competitive advantage in the changing environment needs to be strategically oriented. That indicates that it has to transform strategy into measurable goals and adjust organizational structure to processes and strategy and not vice versa, perceive strategy as a continuous process, constantly inform all employees on all levels and manage changes with active leadership. The significance of intangible assets as described in this article is undoubtedly increasing. The introduction of a balanced system of indicators into the business practice of the majority of companies generates a possibility for innovative renewal of business processes which can be carried out with the help of cognitions of the Dialectical Systems Theory on systems thinking/behavior. All innovations of non-technical type, particularly innovations of values, culture, ethics and norms, play an important role.

Our website is actively being updated, and changes may occur frequently. Please clear your browser cache if needed. For feedback or error reporting, please email [email protected]
×

This Page is Under Development

We are currently updating this article page for a better experience.

Request Access

Please fill out the form below to request access to this research paper. Your request will be reviewed by the editorial or author team.
X

Quote and Order Details

Contact Person

Invoice Address

Notes or Comments

This is the heading

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.

High-quality academic research articles on global topics and journals.

The Use of Balanced Scorecard and the Cognitions of Dialectical Systems Theory as an Opportunity for Innovative Renewal of Company Operations

Dr. Igor HustiA
Dr. Igor HustiA University of Maribor
ddr. MatjaA Mulej
ddr. MatjaA Mulej

Research Journals