Erik Sebastian Wödl Book order

Focusing on the need for a broader stakeholder approach, the authors critique the limitations of the balanced scorecard developed by Kaplan & Norton, which primarily addresses customers and shareholders. They advocate for the performance prism, which includes additional stakeholders like suppliers and employees. However, the book highlights a gap in practical application, specifically how to implement the performance prism at the departmental level and integrate it with remuneration systems, providing a comprehensive framework for organizational performance measurement.

Focusing on performance measurement systems, this thesis explores the evolution from the Balanced Scorecard to the Performance Prism, developed by Neely, Adams, and Kennerley in 2002. It highlights the Performance Prism's strengths, including its consideration of multiple stakeholders and strategic dimensions. However, it addresses a gap in the literature regarding its application at the departmental level. The work aims to enhance understanding by proposing a departmental approach and providing a detailed methodology for creating a departmental scorecard.